Let me explain why.
Probably due to the pressures in the industry and due to the aspiration of the company to gain competitive edge over its competitors, Bankco enforced culture shift from being operation-oriented to sales-oriented company. With the introduction of advanced technological developments to the organisation that considerably improves productivity, computers and other state-of-the-art gadgets have replaced huge numbers of labourers. The implementation of modern business strategies and techniques also contributed to the considerable downsizing of its labour force. Because of the implementation of these two innovations, Bankco's has been restructured from 7 regions and 54 districts to 3 regions and 21 areas.
This culture shift requires a collateral implementation of enhanced training strategies for the remaining employees to improve their skills in using computers and other technological devices to become more productive. Bankco's upper management realised the necessity of this move. It then increased the company's budget on training and development, which is a good move. We are now seeing Bankco as a company that is really serious in infusing technological developments in its operations.
However, I believe that this move prematurely done since the HR department has not made any preparatory moves that will introduce the change into the organisation. Instead of orienting the managers and staff on the impending changes in the company first, what the HR department did was to assert the training methods that it deems fit for the organisation without any initial consultation. What resulted was a conflict of views regarding the appropriate training and learning methods. In the HR department's standpoint; interactive, modular, and computer-based learning methods are more effective training methods. According to the HR department it is the individual who would actively seek to further his or her own development and would take responsibility for this. Bankco's HR Department's philosophy with when it comes to learning is that the desire for learning comes from one's own initiative. What the whole organisation, must do is "to move to a situation where it is not the business training the staff, but it is the business providing opportunities within which the staff can learn and grow.'
On the other hand, experiential, on-the-job, practical learning coupled with regular courses and traditional teaching methods that engender the 'back-to-school' effect are the methods favoured by the managers. For them, it is the experiences not the simulated realities found in training that will improve learning. "Individuals learn," they say, 'by absorbing information, by making it interesting, relating it to real life situations, absorption involving recollection, using key words, revisions, competition, and reward in the end.'
These differences in learning philosophy between HR and the managers should have been considered before implementation of new training methods took place. Despite the favourable impression of the managers on efforts of the organization in encouraging training and learning based on the evaluation of training and learning methods (a large portion of Bankco's managers believed that the organisation encouraged them to learn and to develop themselves), on a closer look, however, they considered this effort as an 'expectation' of the upper management for them to learn, to always be updated and to be prompt in responding to the new