Companies must adapt or change their business strategies to take into account the new realities of intense global and domestic competition

In this economic crisis, corporate training budgets are being tightened. A research by Josh Bersin, CEO and president of Bersin & Associates, shows that in the second half of 2008, corporate training departments had cut their spending on L&D by 12 to 18 per cent. The number will certainly grow as the crisis continues. There is a need for performance-driven and talent-driven learning so that the senior management could be educated about the short- and long-term impacts.

The L&D budget typically represents a small fraction of a company’s total revenue. Indiscriminate budget cuts can have a major impact on development plans and programmes, and yet it barely makes a dent in the company’s bottom line. For example, if an organisation eliminates or dramatically reduces leadership development training, it will see a reduction in productivity and effectiveness of its leaders.

The signs of outstanding leadership appear primarily among the followers. Are the followers reaching their potential? Are they learning? Serving? Do they achieve the required results? Do they change with grace? Manage conflict? asks Max De Pree.

According to a research by Accrediting Alliance for Training and Development (AATD), nearly 20 per cent of all training occurs from informal information sharing and nearly 70 per cent comes from on-the -job training. So instead of building expensive programmes, it is better to start spending more time creating informal learning networks, coaching programmes and performance support systems. Click here to read more...

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To cruise into the league of superpowers, it is not sufficient for India to just have the staggering population.

If India wants to be the economic superpower, a policy of non-interference from the government is required. The corporate world and the civil society will have to come forward to set up the necessary infrastructure. With greater penetration of the telecom sector (including internet) in the hinterland, web-based learning would become possible. The best of the teachers would be able to deliver lectures across the country.

Online learning would be the next big step in educating the country and similar to what ITC has done with e-Choupal, there will be corporates and individuals who can raise money to put up kiosks (with computer and net facilities) even in remote villages and towns and the learning process for the student can be streamlined.

You would need less teachers and just one good administrator is enough to take care of one village/town. That would reduce the dependency on trained teachers at the village level and would allow imparting quality education to millions of youth in this country. The government needs to step aside and let the market forces take over. India is poised to scale greater heights. Whether or not it does, will squarely depend on the free-hand given to the edupreneurs. The potential of this country can only be realised with education opportunities to the 600 million youth. Click here to read more..

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Providing wings to fly

Jayashree Raghuram (Head, India Office – Leeds Metropolitan University, UK)

Q. How do you see the education scenario in India? Why are students increasingly opting for foreign universities?

A. In India, we have a wide spectrum in terms of quality of education and its application in the industry. India has some of the best education providers who proffer the right academic input to students. Simultaneously, there are also run-of-the-mill education institutes that are not able to provide the requisite skill sets fit for the job market. The bulk of good education providers is limited, compared to the demand.

Foreign institutes are becoming increasingly popular because of the wide spectrum of courses they offer, as there is a growing demand for those skill sets. There are courses in public relations, creative enterprise, responsible tourism, environmental health, to name a few, where training and academic input is required in our country, but unfortunately is not available.

Another popular reason for students to opt for offshore universities is to gain international exposure. This is a growing need in India because of the flood of opportunities in multinational companies that are opening shops in India.

Q. You have been instrumental in building the brand of your university in India, Nepal, Sri Lanka and Bangladesh. How do you woo the students?

A. Leeds Metropolitan University is among the popular universities in the United Kingdom, so it was not difficult to extend that to India and rest of the subcontinent. We stand out with our extremely good customer service to international students and are dedicated to provide a good experience to them right from the time of their application. Our alumni are our great assets, and their joining the workforce in India in increasing numbers itself is a story well told about us. Click here to read full interview..

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Discover, Serve & Innovate

Ms. Laura Asiala has held positions in finance, marketing, human resources, and corporate communications since her association with Dow Corning in 1984. She serves as the founding chairperson and president for the Bay County chapter of Habitat for Humanity, and a parent volunteer/leader in a number of educational associations. A global leader in silicones, silicon-based technology and innovation, Dow Corning offers over 7,000 products and services through the Dow Corning and XIAMETER brands. Ms. Asiala speaks about various projects the company has undertaken to stay in the corporate competition.

Q. Please tell us about Dow Corning’s Citizen Service Corps?

A. The Dow Corning Citizen Service Corps (CSC) offers Dow Corning employees at all levels of the company and from around the world a unique, hands-on opportunity to expand their understanding of emerging markets and fuel innovation at Dow Corning through service to others. Through the Dow Corning Citizen Service Corps projects, the company will discover, serve and innovate.

Discover:

This programme is a unique opportunity for Dow Corning employees to experience the world from a different perspective and discover life in an emerging economy.

Serve:

Rather than providing support to a single individual or family, these projects are designed for high impact – to make a tangible, valuable and sustainable contribution to entire community.

Innovate:

The programme serves as a living laboratory for Dow Corning to explore potential business prospects at the base of the pyramid – opportunities that also have the potential to improve the quality of life for people who do not currently benefit from our technology.

Teams of 8-10 employee volunteers are selected to be sent to communities in developing economies where the company currently does not have a business presence. These volunteers participate in intensive, four-week service projects that are aligned with Dow Corning’s business objectives and sustainability focus. Click here to read full interview...

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