Training Magazine Middle East November 2014 - Page 30


core skills don't

COLUMN - Spotlight On Change

Most organizations require their people to have a set of core skills. These are often disguised and embedded into a job description, or alternatively into the corporate competency framework, with the supposition being that these should guarantee performance success.

A concept often forgotten is that skills are only one part of job performance as many other factors do come into play.

Core skills should not exist without supporting knowledge. Take the skill of driving a car – reverse parking and turning a corner will not be successfully performed without the knowledge of the road rules.

The knowledge provides the reasons why, and should convince the people of the very need for the core skill. For example, without the meaning of a STOP sign, turning a corner could be fatal. Knowledge contextualizes skills.

Even with knowledge however, challenges will occur – some people will simply not change to a new way of work.

Why could that be and what could be done to address these barriers?

1. Attitude

Some people will simply make a personal decision not to change.

They believe they have real reasons that unfortunately fester into a tainted attitude. One example could include a McDonald’s team member, trained and experienced only with McDonalds.

The employee takes a new supervisory position in a Burger King store and discovers different standards. The team member decides that these standards will need to change to reach the standard of McDonalds.

Ignorance is at the core of this attitude, along with both a lack of understanding of what makes a corporate culture and the importance of corporate history to a company’s future.

How to address this:

If you wish a person to change their attitude, start with helping them to see the reason for the need to change and thereafter the consequences of not changing. Understand their resistance from all angles.

2. Cognition

Some departmental trainers will be the best of the best when it comes to structuring an on-job training session and the most patient when delivering the session, yet unfortunately can also


guarantee change