Manager Training: A Real Headache
17 March 2009
Read by 2178 persons
Do our managers care about their training? According to consulting firms, top management doesn't put enough effort into improving its knowledge, especially since nearly 90% of Morocco's economic fabric consists of SMEs that dedicate a small portion of their budget to training.
Are they right or wrong? One thing is certain: a company's development largely depends on its managers' professionalism. However, in a competitive market, needs have clearly changed, and even human resources management is undergoing a transformation. According to an HR director, the time when employees were considered "an asset" is over. A major change has taken place in the management process: executives are increasingly aware of the importance of a skilled workforce for the company, while the hunt is on for specialized profiles. Multinational corporations have contributed to the enhancement of human capital, given the significant number of targeted recruitments. As a result, managers face both internal and external risks, hence their duty to arm themselves against these "attacks" coming from everywhere. And for good reason, they must now treat their employees as resources that need to be managed.
Of course, training has become a necessity, but it's also important to know that it has a cost that the company must bear. It is true that with the financing offered by the special training contract system, this funding problem could be solved. However, given the slowness of reimbursements, many decision-makers prefer to ignore it. Another obstacle for Moroccan decision-makers is that the training offered on the market remains "classic." It does not always meet the expectations of SME managers. The latter generally seek training that can provide them with tools to anticipate changes: exchanges with their peers, development of skills strategies, requests for support and advice (action training, coaching...), and "tailor-made" programs. Currently, some consulting firms are starting to offer coaching and support sessions, but unfortunately, quality is lacking there as well. And for good reason, this profession is not regulated. As a result, anyone can become a coach overnight; all it takes is an office, reading a specialized book to learn the jargon, and using the internet to become a coach in Morocco.
However, faced with a real demand for improvement and qualification from managers, these "improvised" coaches leave these managers unsatisfied. Most often, the latter prefer to call on foreign specialists for better quality or, at best, local firms backed by a foreign network for more professionalism. Other ways to train include conferences, major business meetings, national and international economic forums, and seminars organized by sectoral professional associations. The time of improvisation is over; top management must be well-equipped in business management and management. The stakes are high.
Nadia DREF
Posted online Thursday, October 9, 2008
lematin.ma
Are they right or wrong? One thing is certain: a company's development largely depends on its managers' professionalism. However, in a competitive market, needs have clearly changed, and even human resources management is undergoing a transformation. According to an HR director, the time when employees were considered "an asset" is over. A major change has taken place in the management process: executives are increasingly aware of the importance of a skilled workforce for the company, while the hunt is on for specialized profiles. Multinational corporations have contributed to the enhancement of human capital, given the significant number of targeted recruitments. As a result, managers face both internal and external risks, hence their duty to arm themselves against these "attacks" coming from everywhere. And for good reason, they must now treat their employees as resources that need to be managed.
Of course, training has become a necessity, but it's also important to know that it has a cost that the company must bear. It is true that with the financing offered by the special training contract system, this funding problem could be solved. However, given the slowness of reimbursements, many decision-makers prefer to ignore it. Another obstacle for Moroccan decision-makers is that the training offered on the market remains "classic." It does not always meet the expectations of SME managers. The latter generally seek training that can provide them with tools to anticipate changes: exchanges with their peers, development of skills strategies, requests for support and advice (action training, coaching...), and "tailor-made" programs. Currently, some consulting firms are starting to offer coaching and support sessions, but unfortunately, quality is lacking there as well. And for good reason, this profession is not regulated. As a result, anyone can become a coach overnight; all it takes is an office, reading a specialized book to learn the jargon, and using the internet to become a coach in Morocco.
However, faced with a real demand for improvement and qualification from managers, these "improvised" coaches leave these managers unsatisfied. Most often, the latter prefer to call on foreign specialists for better quality or, at best, local firms backed by a foreign network for more professionalism. Other ways to train include conferences, major business meetings, national and international economic forums, and seminars organized by sectoral professional associations. The time of improvisation is over; top management must be well-equipped in business management and management. The stakes are high.
Nadia DREF
Posted online Thursday, October 9, 2008
lematin.ma
