Transforming training and development in logistics sector

Transforming training and development in logistics sector

Samir Shah sheds light on the contrasting approaches of MSME companies and large corporations when it comes to training and development. Historically, MSMEs have been hesitant to invest in their employees due to high attrition rates. However, there is a positive change underway, with more MSMEs realising the importance of investing in their workforce, especially in domains that heavily rely on specialised knowledge. As a result, induction training, personalised training, and external training opportunities are becoming more prevalent, providing an advantage for companies to include these offerings in their portfolio. The availability of online resources further facilitates MSMEs in providing employee training, and Samir proposes that larger corporations could contribute to the industry by allowing smaller Forwarders to send their staff for training as a service.

Samir acknowledges the significant impact of technology on training methods. The adoption of features like pre-recorded lectures, YouTube tutorials, live learning sessions, and online exams on platforms like SurveyMonkey has been well received by learners. Additionally, some trainers are now creating training content in Indian languages, making it more accessible and appealing. However, Samir points out that India lacks a culture of paying for training, which discourages professionals from considering training as a viable career path. Nonetheless, he predicts that as the industry begins to offer better remuneration for training, more professionals will willingly invest their time in it. He also emphasises the importance of organisations supporting their employees in taking time off to train others, fostering a culture of continuous learning and development.

In terms of innovation, Samir highlights several effective approaches implemented in training programmes. These include structured training programmes, training in local languages, optimally leveraging technology, and offering training at multiple locations across the country. He stresses the need to reduce costs associated with such facilities and encourages individuals and companies to recognise the value of investing in continuous upskilling.

While the industry inherently offers ample learning opportunities, there has been a lack of structured methods to capture, record, and share this knowledge with new entrants. However, he is optimistic about the changing scenario with recent technological advancements. Samir envisions that the demand from new entrants, clients, and stakeholders will compel service providers to ensure continuous updates and training for their staff. He advocates for a collective approach where companies invest in staff training for the greater good of the industry, regardless of whether the trained staff eventually works for them or a competitor.

Regarding leadership training, he proposes that it should be a key performance indicator for senior management rather than HR, as HR faces challenges in balancing other responsibilities. He suggests linking annual increments and promotions to the training undertaken, its application in the workplace, sharing knowledge with colleagues, and measuring individual growth.

In conclusion, Samir Shah provides valuable insights into training trends, stressing the importance of investing in people, embracing technology for effective training, nurturing a culture of continuous learning, and prioritising leadership development within organisations. However, he also acknowledges uncertainties surrounding the readiness of the Indian workforce for remote work, as many still value in-person interactions and face-to-face meetings over virtual setups.

Some trainers are now creating training content in Indian languages, making it more accessible and appealing

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