Thursday, 11 October 2018

HEROES AND SUPERHEROES



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While everything is sinister about adversity, it has this uncanny knack of bringing forth the least expected. Having received copious rains, dams, rivers, lakes, ponds and every possible water body, in the state were filled beyond their brims. In no time, waters spilled over and flooded every piece of land, dry or wet, high or low.  Mountains came crashing down and torrents took along everything in its path, man, animal, houses, trees, everything.  It looked like, that the floods would overwhelm and consume the state. Overwhelm, it did.  But an effective Chief Minister and his efficient administration fought back with a well calibrated response that ratcheted up to contain the crisis. Consume it could not, because, against the disaster’s diabolic advance, stood a resilient people and a resolute band of heroes and superheroes. Some of the heroes were well-known, others local finds and the “superheroes” an everlasting gift from a terrible catastrophe.

As the flood situation worsened, the State approached the Central Government for deploying Army, Navy and Air Force besides Paramilitary forces and NDRF assets for rescue operations. Proactive and appropriate deployment of these forces ensured immediate response to crises, where required. Heroism of our defence personnel has always been food for folklore. Each and every rescue mission they launched, was full of grit and valour. Trained and conditioned to be in such situations, these valiant men and women, oblivious to needless controversies, committed themselves to their assigned tasks. Their efforts resulted in saving countless precious lives. Devoid of glamour, unrecognised and excluded from star-studded functions in good times, men and women in uniform are saviours and real-life heroes. As always, they silently lived up to our expectations by countless acts of selflessness.

As conditions turned hostile, another band of heroes silently emerged in every locality. Locals, mostly young men and women turned out in hordes to become saviours and helping hands to those affected by floods. Day and night, these young men and women were seen all over, on the road helping stranded traffic, evacuating hospitals and even carrying people across neck deep water. They didn't even think once before transforming themselves into “human stepping stones” to help the frail and ill to board rescue boats. Few even lost their lives. Often dubbed as selfish and “mobile-phone” addicted, the millennium generation irrespective of class, creed and religion emerged as a band of heroes that made rescue operations successful. The sight of so many young men and women willingly doing, whatever they can for their brothers and sisters of the community, without being called to it, is a sure sign of strong virtues and values inherent in our society. If this sense of commitment and selflessness continue into the rehabilitation phase, no force on the earth can stop Kerala reaching "Maveli" times that fuel our unique traditions.

The greatest and most precious find of the terrible tragedy was a class of people, who while eking out a living, mostly are themselves at the receiving end of nature's fury. The State, while reeling under pressure to find boats to save flood affected people unexpectedly opened the Fountainhead of goodness and bravery. Fishermen of Kerala emerged through the unprecedented ordeal as the “front-line warriors” against the catastrophe. The “never-ever-seen-before” superheroes of Malayalee community became the very soul and pivot of rescue operations.

There is not a single pair of eyes without tears or a chest that doesn’t swell with pride, when Malayalees speak of the selfless fishermen of Kerala. Fearless, yet mortals themselves, they came, first in ones and twos and then by the hundreds, each one a guardian angel. They gave up their daily lives, knowing that without their daily wages families back home would be hungry.  Yet, unmindful of their own safety, they pledged themselves to the rescue. Nobody asked them to. Nobody forced them to. Nobody motivated them to. Nobody promised them compensation. They came with their boats and launched themselves straight into rescue mode. Without them and their omnipresence, many Malayalees would have ended in watery graves. Their wounds from Ockhi cyclone have not yet healed. They haven’t yet come to terms with their own losses. But, they came to save a marooned multitude drowning in their own backyard. Monetary compensations and recognition cannot match what they gave, for what they gave was themselves or what is left of themselves after Cyclone Ockhi.

One can only marvel the way in which nature chooses to unravel goodness in human beings. With a multitude of such people around, if there is a heaven on earth, it is here, in God's own land where our fishermen live.

It took us a flood’s hell, to discover our own angels.



KASHMIR – URGENCY TO RE-IMAGINE THE PROCESS



access the article also at onmanorama 

https://english.manoramaonline.com/news/columns/straight-talk/2018/05/28/kashmir-solution-is-in-re-imagining-the-peace-process-.html

An unusual conversation between a Kashmiri father and son, recently hogged prime time. The father was heard encouraging his son, trapped in a firefight with Army, to die fighting and not surrender. The father, despite his act lives a free man, a law-abiding citizen, while the son, a dead terrorist, now, is statistics and a locally celebrated martyr.

Dissected frame-by-frame and discussed ad nauseam, most “experts”, advocated military retributions, while a minuscule few sounded genuinely concerned. Panellists, irrespective of individual socio-political compulsions, agreed that glorification and ground swell for “home-grown terror” is luring local youth to terrorism like never before and that one man’s “terror” could well be another man’s “movement of resistance”.

The peace process in Kashmir, should have ideally moved forward, with the current political tie up being at the helm. Increasing incidence of confrontation between security forces and “terrorists”, and its expanding geographical spread with active participation of the local populace, indicate that the current policies have failed or are hopelessly irrelevant. What should worry policy makers at this stage beyond the increasing frequency and spread, is the readiness with which the local population is being recruited and the manner in which educational institutions are turning into sourcing bases. When parents become facilitators, respected professionals and highly educated youth join ranks, “terrorism” in Kashmir is no more a refuge of the unemployed. Treating it as a mere law and order problem can be catastrophic.

The hawkish, often recommend implementation of policies and practices pursued by successive Israeli governments, little realising that despite all strong-arm interventions, peace is still an elusive dream on the Jewish soil. While military may be successful in temporarily containing “visible violence”, it can’t be the means to the end. In fact, such operations are classic “David-Goliath” confrontations where the underdog grabs, sympathetic glory, breeding a new wave of suicidal volunteers. Whatever be the policy of the current ruling administration, it is a proven failure. Activities undertaken in the valley to "win hearts and minds" (WHAM) of people have yielded no credible results.

Like all multi-player socio-political issues, where over time, positions have hardened, concessions or agreements made by one side can be interpreted as victory or defeat, solutions lie far beyond the normal. Unless all parties concerned, engage each other with the sole aim of finding a solution, there can be no end in sight to the problem. Macho rhetoric and short-term political expediency can only worsen the situation. Absurd panel discussions and chest thumping that stem from ignorance couched in loud patriotism can at best bring down issues of strategic importance to street level thuggery and make solutions that much harder to find. Unfortunately, the trajectory of activities currently visible to the naked eye, points to escalation and spread of conflict.

Kashmir is not a problem that can eternally be contained by military, to be solved politically, at leisure. Any further delay can only carry the situation to the point of no return. It is time to re-visit and reimagine the Kashmir peace process.



OF TEETH AND TAILS



also accessible at onmanorama. follow the link below
https://english.manoramaonline.com/news/columns/straight-talk/2018/05/05/indian-army-critical-tailfaces-axe.html

A predator’s tail helps it, balance itself, in its chase to get meat between its teeth. Skyscrapers stand tall on foundations, that lie deep within, unseen and unsung. Marketing departments can script success, only if back-offices exist. Organizations likewise, thrive on unglamorous yet inevitable tails.

Indian Army, plans to enhance its “Teeth to Tail Ratio” (T3R), by redeploying” 57,000 personnel in accordance with “Shekatkar Committee Recommendations”. This "redeployment", does NOT envisage moving soldiers from its “tail” to the “teeth”, but by winding up organisations, which the committee feels are dispensable. Inability to execute “obsolescence replacements” and the penchant to suspect anything related to procurements, has already made Army logistics extremely complex, sensitive, difficult and plagued by non-availabilities. The committee, however, is silent on credible, tested and tried alternatives, to the “vanishing” supply chain nodes, abolition of the logistics requirements or how the resultant client clutter could be resolved. This can have serious repercussions in war.
What triggered the proposed restructuring of logistics?
Was it necessitated due to a revised operational doctrine?
Was it to improve logistics reach and stamina?

If revised operational doctrines necessitated change, transformation should have commenced with reengineering of combat organisational structures. Restructuring of services elements should have been a consequence. Information, in the public domain, suggest that restructuring is confined to closure of certain logistic installations, outsourcing of some activities and closure of some departments. 
If, operational relevance defines “Teeth”, then, much of the army, including various headquarters and departments, though not physically involved in combat, is teeth. Services organisations, by virtue of the role assigned, is also teeth. Ruthless manpower cuts have already reduced supply chain units to bare skeletons. With nothing else to cut and under pressure to save manpower, it seems that the committee recommended closures, that too without declaring existing logistics redundant. The current operational logistics requirements would have to be serviced either by organisations created for the purpose or by augmenting existing ones with personnel and infrastructure. Why should an existing organisation, functioning efficiently and much beyond its charted capabilities, be closed, to create another, to do the same job? Change for change sake? If, “contact” with the enemy is the sole determinant, existing “Teeth” has an inherent "Tail". Entire integral logistics elements of combat units are tails that function with no expertise in logistics. All controlling Headquarters in chain, too are “tails”.  Would they too face closure?

Beyond the commonly known, “two fronts”, Army is perpetually committed to counter-insurgency, its “third front”. The geographical dispersion of its deployment is a logistician’s nightmare. Attempts to “copy - paste”, Western T3R” to Indian conditions without serious “what -if” analysis could have disastrous consequences. While Defence Forces offer great opportunities for fiscal conservation, reductions or changes in equipment profile, organisational structures, process and practices must further the “Doctrines of War”, not dilute it. Shekatkar Committee Recommendations, sans credible alternatives, if implemented without serious deliberations, would compromise logistics reach and stamina besides curtailing flexibility and redundancy. The incapacitated teeth may lack a bite.





THE UNEDUCATED LITERATE


also published in onmanorama and accessed at



In matters of literacy, Kerala has been at the forefront of growth. We wear our pride, as the first to achieve hundred percent literacy, on our sleeves. Human Development Indices of the state, is linked to the level of awareness inherent to literacy.

Literacy, according to UNESCO, is the "ability to identify, understand, interpret, create, communicate, compute and use printed and written materials associated with varying contexts. It enables individuals to achieve their goals and enables them to participate in development of their community and society. National Literacy Mission, considers literacy as “acquiring skills of reading writing and arithmetic and the ability to apply them to one's day to day life”, the professed end-state of which, is an individual, who, self-reliant in the 3R's, aware of causes of deprivation, participates in the process of development. In effect, literacy should compel citizens to contribute to development and common good of the society. Higher “literacy” must therefore, lead to, ever increasing individual contributions towards, making society kind, considerate, just and progressive. Fully literate Kerala then must resemble “Maha Bali period” actualised. Nothing can be as far from truth as this hypothesis.
Terrorising road traffic, disrespectful young generation, inhuman crowds that seek “selfie opportunity” in other’s tragedy, garbage disposed along the roads, frightening trade unionism, insensitive, inefficient public offices and rising organised crime are just a few manifestations of the malice afflicting a society treading a dangerous path. Literacy we boast of, is different from the one defined by UNESCO and NLM. Our literacy is merely an aggregation of academic qualifications of the populace with no connect to individual’s contributions to societal progress. Application of acquired knowledge, especially for the good of others, happens when an individual is educated and “our literacy” is far removed from education. This is a serious issue and left unaddressed can create a heartless fragmented society, destined to self-destruct.

Unfortunately, our “education system” divested literacy, of knowledge. Academic qualification being the visible criteria for job opportunities, acquisition of degrees by any means has become acceptable. When parents and teachers collude with children to “somehow” acquire marks, society, subordinates “means” to “ends”. When bribery becomes, accepted means of acquisition, society legalises barbarism. When elders, oblivious to truth, selfishly interpret law, they weaken the foundations of a just society. Where moral studies are relegated in the curriculum, generations are deprived of moral referencing. Society that adopts divisive approach for parochial multiplicative dividends, becomes masochistic. Such a society is nothing but a captain-less, rudderless ship caught up in a storm on a catastrophic journey into the fathomless depths, how long it stays afloat, the only uncertainty.

Not everything is yet lost. We are at a critical point in the journey, where we can still retrieve and course correct. It is time that we focus on educating our citizens than making them literate. Organisations of all hues, social, political, religious and others, must now actively pursue education, rather than literacy as the goal.


WELL BELOW FORTY AND STRONG


Can be accessed at onmanorama

https://english.manoramaonline.com/news/columns/straight-talk/2018/04/11/well-below-forty-strong-indian-army.html


The halo around Army, limits citizens to discuss army only for its valour and glory but annual budget allocations reflect the truth of how, governments treat army. The last budget, made the Vice-Chief, lament to the parliamentary committee. Fiscal inadequacy for defence is likely to continue, since governments consider war, a distant reality. Interior economy, if pursued, can help the Army out of this situation. Re-engineering munitions management is one gateway to large savings.

Scales of munitions for weapons are, divided into “first line,second line” and “war reserves. While units based on its weaponry and warehousing facilities hold its entitlement, war reserves at “Intense rates” for forty days (40 - I) are held by Ordnance echelons. These scales, in vogue for many years now, decide the stockpile. The current policy, of universal application of scales, irrespective of the type of unit, results in huge stockpiles. Most of it is destroyed after one or two extensions of shelf life. Inabilities and shortages now compels Army to adopt “All India Availability” (AIA) based controls on training and storage. The Army now has a complex combination of severe shortages and simultaneous holdings of an inventory with shelf life expired or about to expire.

The current “forty-day” policy of stockpiling was sanctified by the old school of “war fighting”. Technological advances, qualitatively changed “Art of war”. This should have metamorphosed the logistics associated. Early target detection, better acquisition and surer ballistics have dramatically improved “Single Shot Kill Probability” (SSKP).  Precision Guided Munitions (PGM) and terminal guidance systems ensure very high lethality. The new range of weaponry, both strategic and tactical, added to the arsenal over a period of time, have also tremendously increased reach and kill probabilities. The air force boasts of its capabilities to strike the enemy deep within and destroying him even before he assembles. “Jointmanship”, should ideally result give us the capability, to lethally engage the enemy, from his peacetime locations, into the concentration areas and in his advance towards designated operational areas. This should have logically led to an overall downward revision of the existing scales of munitions. Though, there have been serious considerations on revising scales, these have not yet fructified into any reductions.

Adversities can stimulate change. Fiscal inadequacy must prompt the military hierarchy to pragmatically look at weapon scales and encourage them to adopt differential entitlements based on the type of units. While combat units may retain higher entitlements, supporting and service units could do with lower entitlements. “Theatre” based entitlements, rather than universal application of the “40 I” is a practical concept that Army must consider. The concept of “short intense” war has gained traction enough, to prompt reduction from 40-I.
Reductions in the “40-I” mandate, offers tremendous economic and operational spin-offs. While, the country would save on fiscal outlays through reduced land acquisition, construction of explosive storehouses and lesser disposals, Army can utilise the precious little available fiscal support for operational and modernisation purposes.

TIDING OVER ADVERSITIES: CATCHING HEADWIND



It was late in the afternoon and the day was pretty tough on me. As head of the logistics organisation handling a complex down-stream supply chain at the line of control, I had enough and more to handle. Very short on human resources and consequent exhausting and extended work schedules, every man on the team was stretched and stressed. Adverse effects of high altitude and extreme weather were writ large on every human face. The day was particularly bad, as “clearance” of unexploded explosives had gone awry. Though the mishap did not claim any lives, it shook us up. With morale in our boots, I ordered my men back to the barracks for the day. While they boarded the trucks, I decided to walk to my room. I send my driver off. Catharsis is best, when alone.

Cross country walk, in the high-altitude is all about “ups and downs”. Weather can be unpredictable and winds can be nasty. With temperatures below freezing, cross country walk in snow is testing. Little into my climb the winds started to whistle. The winds were picking up and I realised that I am up against a headwind that could blow me into the canyon below. Turning back on steep slopes, downwind is invitation to disaster because one can’t predict where one would finally end up.  Survival would only be a distant probability. The only “way out” in such situations is to “hold on” or “move ahead”. With great difficulty, I gathered my regulation “Parkha” around me, made myself a smaller object and crouched down. It was final proof, everything was conspiring against me that day.

As I gazed up, I saw a raven circling above skillfully utilising the headwind to climb without flapping his wings even once. Deciding to “rest out” the wind, I stretched myself on the ground facing the sky to watch the craven fly. It was a beautifully choreographed piece of solitary ballet. It took me a while to realise that every time the raven faced the headwind, it allowed itself to be blown higher by skillfully maneuvering its wings to catch the wind. I also realised that it returned to face the winds to reach higher. By logic, the bird lighter and winged, should have been blown away. Tipping the scales beyond 80, I should have fared better against the winds. But the ground situation defied “my” logic. While I was struggling to take even one step forward against strong headwinds, the bird was transforming adversity to advantage. While I was being pinned down by an adversity, the same adverse conditions were being utilised by another to rise up.

I collected myself, buttoned up my “Parkha” tight around me lest the flapping coat drag me down and slowly started climbing the hill, walking side-wise. Though difficult to walk up a hill sideways, I had found “some” way out of the predicament I was faced with. I made very little progress. But progress I did. A little later the winds subsided and I could resume my climb.

Adversities and failures are temporary or momentary. They are significant lessons in life. In the midst of an adversity one does feel let down and lonely. A team leader or CEO, irrespective of the size of the organisation, would be faced with many such situations. Some may even turn out to be existential ones. Such situations might not have been outcome of one’s own actions, but that does happen. It is then one has to dig deep within to find the resilience and reserves to come out.

There are a number of managerial lessons to be learned from this incident.

The first and foremost is to find the flow of adversity so that the best can be milked out of the situation. It will be foolish to bang one’s head against the wall of adversity without an action plan. Adversity entail penalties of time, efforts, resources, milestones, bottom-lines and profits. It is in the ingenuity of the contestant to make the best out of adversity. But, in the organisational context, it unmasks fair weather loyalists. Adversity also exposes the frail and lights up the resilient amongst teammates. Often those regarded as “high performers” wilt and wither in adversity, giving leaders the opportunity to identify the true worth of the team.

Adversity normally forces managements to evaluate existing processes and procedures and motivates it to re-engineer the entire organisational process. This can provide opportunities to limit losses and maximise gains. Like the raven, who without moving its wings, conserved, persevered and exploited the “pushback” to climb up, adversity can be used by organisations to become lean, mean, efficient and close-knit entities.

My act of holding the Parkha close around me, illustrates the need to gather all resources at command including skill sets to tide over the adversity. Moving sideways up the hill, though inefficient helped me keep emotional and physical momentum. Thus, even small steps forward in adversity represents major progress made by the organisation.

Adversities  will pass and the persistent will emerge victorious.

ORGANISATIONAL CULTURE: LESSONS FROM SPACE SHUTTLE COLUMBIA



First February 2003, would never be forgotten by NASA, Americans and all those who watched Space Shuttle Columbia’s re-entry.  As the world watched in disbelief, a beautiful morning turned tragic when “Columbia” on its earthbound journey, unable to withstand the heat of re-entry, fragmented into many fire balls shooting through the sky. The 27 previous successful missions under its wings, couldn’t prevent Colombia from its burning disintegration. The seven crew members who should have returned to celebrity status didn't make it home alive.

The catastrophic failure precipitated by damage to its left wing was initiated by "foam strike” “during the launch. The “problem with foam”, is believed to have been “known for many years”. It is also known that Department of Defence (DoD) had capabilities  to get a closer look at the breached left-wing, but NASA officials  had “declined the offer”. Post-incident investigations by Columbia Accident Investigations Board (CSAIB) Chaired by Admiral Harold Gehman in its harsh indictment[1] concluded the accident was rooted in the “space shuttle program history and culture”, …  . “Cultural traits and organisational practices detrimental to safety was allowed to develop, including reliance on past successes as a substitute for sound engineering practices,… organisational barriers that prevented effective communication of critical safety information and stifled professional differences of opinion; lack of integrated management across program elements and the evolution of an informal channel of command and decision-making processes that operated outside the organisation's rules”.  On not having obtained the DoD’s help with its high-resolution ground and space-based systems, it was found that requests were made by NASA's engineers through incorrect channels and when the request officially reached the appropriate authority, NASA cancelled request 90 minutes later.  It was felt that “no one knew of a requirement of an imagery”.  The report also brought out the “low level of concern by program managers”,  “lack of clear communication”, “lack of effective leadership”.

It is wrong to believe that Columbia was an exception. STS- 27 launched in December 1988, on a classified mission dedicated to the Department of Defence, had a similar story, with a tense but happier ending. The orbiter's thermal protection system tiles sustained severe damage during the flight.  Inspection using the robot arm with a limited resolution camera made it impossible to determine the full extent of the tile damage.  It is believed that, due to the classified nature of the mission, the crew was forced to send encrypted images resulting in NASA receiving poor quality of video which in turn led them to believe that the damage was actually, "just lights and shadows".  The crew was told by the Mission control that the damage was nothing more severe than the past missions. 

Mission Commander Robert Hoot Gibson, it is said that “did not think that the shuttle will survive re-entry”.  Inspections post landing, revealed over 700 damaged tiles and one missing. Hoot Gibson is said to have adversely remarked on the poor understanding of the real situation of the mission, by the mission control on ground.  It is also widely believed that this narrow escape led NASA to believe in the infallibility of their decisions.

The two incidents, though 15 year apart, clearly brings out the evolutionary process of organisational deviation and its after effects.  Most organisations are not as lucky as NASA, which is subjected to intense scrutiny.  Driven by aggressive and ambitious CEOs, egged on by “seemingly” appreciative “coterie” colleagues out to reap short-term benefits, organisations are destined to disintegrate. For short-term benefits, such CEOs turn blind eye to small deviant steps that eventually mar the long evolutionary process of Organisational culture. Branding professional difference of opinions as disloyalty, emergence of extra organisational hierarchies, visible presence of informal communication and decision systems indicate the overwhelming presence of the erosion of organisational culture. Reluctance to accept failures, deviations and refusal to allow external audit and help, confirm the disease of a deaf and dumb hierarchy blind to the impending doom. It doesn't take much time thereafter for an organisation, built brick-by-brick by the sweat and sacrifices of many people to come crashing down. 

Unfortunately, many those who are responsible for the debacle and precipitated the erosion would have fled the nest well in time leaving the hapless dedicated foot soldiers to fend for themselves.  Every industry has adequate examples to prove this point.  It is in the interest an organisation to foster the spirit of internal criticism to ensure that it doesn't deviate from organisational principles.  For that, it must first outline the sanctified boundaries of acceptable organisational practices.

Each situation offers opportunities for diverging views to emerge.  Each diverging view is an input for growth, provided it is evaluated and dealt with appropriately. Dismissing them as mere “play of lights and shadows” can actually kill organisational growth.  Branding bruised escapes as success without honest introspection can only hasten the process of disintegration.



[1] Congressional Research Service, (history.nasa.gov>congress.  Government ).

TRAINING: THE GESTALT



There is a surfeit of corporate trainers, each claiming rights to a niche. Professional and social platforms “runneth over” with their claims and success stories. Besides process related training and those aimed at technical and technological upgrades, organisations conduct a variety of programmes that are steered by trainers with expertise in “niche” fields that can range from, straight forward aspects like "Soft Skills and Personality Development", "Public Speaking", "Teambuilding", to the more contemporary and "in" stuff like "Hypnosis", "Neuro Linguistic Programming (NLP)" etc. (the list goes on…)

Good Trainers.     Organisations “with a name”, normally opt for “good” trainers who have a name, fame and brand image. Mostly these are individuals, who are considered to have “arrived”, by virtue of their omnipresence in training “circuits” . They are likely to have successfully executed one or more projects and command fancy price tags for the associated name and fame. It is a synergic cycle where “name and fame” begets “fees” and fees begets “name and fame”. Since budgetary provisions ensure funds, it is easy to spend it over the “brand value” of the trainer rather than utility of training, since "brands" are seldom questioned. (It is another fact that even such "brands" fade out sooner or later)

Process in Vogue. Training, is the easiest of all tasks for most organisations. Outsourced entirely to the HR department, it “normally”[1] encompasses collating few names of “wannabe” trainees, selecting an “acclaimed” trainer, most likely to be a repeat, and fixing up a date and venue for the get-together. For the department it's most likely, completion of yet another scheduled activity and for most attending the event, a company sponsored vacation. It is so common to see companies wanting to train their employees on public speaking, team building and such other aspects all at once in one long session or “in a day or two” during a company sponsored outing in a remote vacation location. 

Cost Benefit Analysis.    Most “training” activities are undertaken with the premise, that it would improve individual soft skills, give fillip to trainees’ self -esteem, encourage better application of knowledge, enhance organisational loyalty, increase productivity and through all these, improve bottom lines. It is a fact, that organisations expect and trainers claim to transform people over a six-hour “development capsule”, albeit its doubtful utility and longevity. Most organisations would rethink expenditures on training, if cost benefit analysis of the efforts is genuinely undertaken. It would do a great deal of good to organisations, if it carries out an audit of the deliverables achieved in comparison to training objectives and events conducted. The entire process seems to have been taken right out of the “parable of the sower

Context. Training is not a stand-alone activity. It must flow in coherence and context with organisational objectives. Each training activity is like adding mortar to bricks envisioned to create a structure that towers over others. Training activities conducted devoid of links to organisational aims and objectives are nothing more than pay-outs to trainers and vacation opportunities to employees. It is therefore very important to understand training in the “gestalt[2]” framework of organisational performance and growth. In this context, each individual is an important yet different constituent of a mighty entity under construction where training is the mortar ensuring right fit. It therefore becomes imperative to determine the specific areas where an individual should be trained. Random generalised training comes nowhere near such a defined process.

Recommendations
 (i)         Training Objectives. HR heads responsible for organisational training must draw up the training objectives for the organisation. These must primarily drive all training activities in the organisation and be catalysts to achieving organisational goals. 
 (ii)        Prioritisation. Technical and technological training must take precedence over other forms of individual or collective training. If process related training assumes importance in manufacturing industry, soft skills, aimed at improving interpersonal interactions is primary in hospitality industry where client interaction is the fulcrum. Focus on team-building should gain prominence where “team” is the force applied. 
(iii)      Need Identification. Though seemingly tedious a process, training needs of each individual in relation to the operational position held must be identified. The HR department can do this in consultation with other verticals. The differential between the deliverables expected and actual deliveries would indicate the quantum and quality of intervention required. 
(iv)      Grouping. Once such needs have been identified, individuals with similar needs can be grouped to be trained on that specific aspect. Though team building activities and bonding programs can be generalised and collectively carried out, it may be more beneficial if the grouping is intelligently done.  
(v)       Take-away Audit.    All training activities must be subjected to cost benefit and utility audit.  
(vi)      Intervention Diversity. Change of trainers would benefit the company and employees more through infusion of newer and diversified ideas as against a single trainer’s repeated inputs that may over time become stained by his or her own perceptions. A sense of routine tends to creep in to the process.
 [1] The term "normally" has been used with the intention of preventing accusations of malice.
[2] Though commonly known in the context of “gestalt theory”, gestalt as a term is used here in the sense of defining a whole or seeing the organisation as an entity much different from its individual components