GIS@development Magazine: April 2002

In all the above mentioned practices and systems, the commonly adopted approach (model) towards training, however, remains limited to a small sub-system comprsing teachers, trainees and technology (TTT). The TTT model does, to a large extent, take care of the upgradation of technology and related skills/competence of the ‘individuals’ but does not benefit the organisation in an effective manner. In author’s experience with the Training Institutes, this model has not proved powerful enough so as to transform the organisation (as a whole) towards contemporary growth and productivity. As a matter of general expectancy, it is the organisation which should be the main beneficiary of the new technology for its promised (sometimes better advertised) enhancement of productivity in the existing processes and decision support systems. The real situation is, however, quite different and needs looking into.

There is some missing link in the TTT model. This is what is being discussed further to evolve a better model, through Consul-training, for example.

Functional model of an organisation
It is found that not all organisations have a training policy. The trigerring of any training programme/ course is usually an outside factor. This factor may be a pamphlet of training programme or vendor’s brochure or some other pressure. More often the initiative is taken by the individual who is motivated to do the training for increasing his/her reference-value. The advantages mentioned for the benefit of the organisation are only incidental.

One can imagine, that in majority of cases such training/education remains with the individual and does not percolate to the organisation. At best the organisation’s library may have a copy of the training notes!

Corporate leaders, in case they seriously want induction of technology, should have a proper plan on the technology, number of persons to be trained, budget for purchase of equipment, space for operation of equipment and budget for recurring expenditure and similar issues.

Organisational manpower
In a training situation (course, seminar etc.) it is generally one (or two) person who gets the benefit of the technology upgradation. But it is axiomatic that implementation of the technology in the organisation will involve all the layers of the hierarchy including the motivational force and dimension of the top-bosses.

The lesson which has been learnt over the years is that education/training of all the layers of the hierarchy has to be simultaneous if not together. The decision-makers may be exposed to the short duration course for awareness of the technology while technologists should undergo longer duration skill transfer courses. In this manner it becomes easier to bring the desired technological change because the benefits of the technology (and hence the motivation for change) are focused at all levels of the organisation.

Introduction of technology-support activities
The organisation i.e. the corporate body, preferably in consultation with the concerned professionals and if needed outside consultant(s) should evolve the decision to introduce a particular technology. The decision should be taken purely on the basis of productivity, namely, reduction of cost, reduction of time, increase in accuracy, reliability and such factors.

Once a corporate decision is taken regarding the introduction of a new technology or process, a series of subsequent decision have to be taken. Some of those are listed below:

Procurement of instrument, equipment, hardware, software and peripherals.
Arrangement/allotment of requisite space, with required air-conditioning and electrical connections, UPS, etc.
Training of the operators by vendor (s) or alternative source for installation and operations, bench marking of operations, calibration of instrument, etc.
Adoption of necessary documentation for scrutiny and records.
Necessary security arrangements and arrangements for backup of computer data.
Scheduling of trained manpower.

This stage of pro-technology activities lends itself ideally for consultancy, hand-holding and confidence building measures in the results/products coming out of the new technology.

Structure of the Organisation
The exercise of critically studying the organisational structure (Refer to: Organisation Chart) is an important managerial activity which is often overlooked while making a technological change in the organisation. In fact, the change in the structure is lowest-cost-alternative but its long range impact on the staff has to be reckoned with.

Most often in an industry-like set up (map-producing organisations), the change in structure becomes essential to balance the different phases of production. The subject is quite complex in a real situation but we have to leave the topic at this stage for the sake of brevity.

Conclusion
The topic of this paper “Beyond training - Consul-training” can be discussed further at this stage. The salient point which has been made is that organisations will benefit from the new technology only and only when a synoptic thinking has taken place regarding the impact of training on the different constituents of the organisation. This impact of training in all its effects is seldom taken into consideration. Training finishes with the completion of the course. The correct thing on the other hand should be the continuation of the change, which has already started with the onset of training. Some important aspects have been mentioned, which should be considered by organisations if they wish to take full advantage of the new technology.

The training establishments/Institutes on their part should definitely add the responsibility of rendering correct advice/consultancy for transforming the recipient-organisations to a level where new technology prospers in the most desired manner.

These are some of the reasons why a new word of ‘Consul- training ‘ has been coined.