Travelling across India, suddenly in the last few days, with these new regulatory frameworks up and active, I am coming across variable processes now. Be it from Cabs to Hotels or Humans to Carbon Content (in air). While on the move, I have always kept a keen eye on whatâ€™s changing around my learning territories. Concepts like M&M [Micro and Mobile] learning, V&G [Virtual & Gamification] learning have boomed up as re-cycled formats of E-learning with promises ahead like â€œ59% success assuredâ€!
I suppose many L&D professionals would have already raised quizzical eyebrows upon the Cons of such innovations and pointed out that True Talent Check or Better Business Acumen is missing via such routes. Even if these learning strategies imply obvious failure ahead to meet the over-promises made already… I personally feel before questioning and shunning such trials down, itâ€™s always fascinating to â€˜add-onâ€™ something to beautify every new attempt.
Hence, this DOCUMENT â€“ On creating such a process that goes parallel and handy. Valuing the new approaches yet putting them into an experiential structure. Otherwise as they say it takes a moment to turn fugacious.
So how to put just any process in structure and under supervision be it the old learning processes or newly innovated?
I did mention earlier: D.O.C.U.M.E.N.T.
Destination: – Is about 3 things â€“ 1. Arriving at a point 2. Going beyond dimensions 3. Setting up a purposeful objective (Flag).
Allow me to explain one after another in continuum:
Ã˜ Arriving at a point suggests making a clear and concise decision of what oneâ€™s requirement is. For variable processes as stated in the beginning from cabs to hotels any individual will have various preference points.
Ã˜ On the contrary one has to go beyond dimensions to arrive/achieve preference points. Many of us have enjoyed the benefit of planned tours as well as unplanned adventure trips. I would request you to rewind and visualize how each one of you has already travelled beyond dimensions.
Ã˜ This is only to set up a purposeful objective and flag up that â€œI was thereâ€, and portraying the destination. To cut down long things short even in every employeeâ€™s 5 year growth plan the destination point/dimension/objective is from where human resource processes â€˜self startâ€™.
Obligation: -These are few yet stringent rules when human resource functions self start. Going by the term obligation there exist borderlines in between own self, other people and scenarios that we face.
- a) That is to say we all have self-concepts guided by self-contexts.
- b) Likewise, there exist othersâ€™ negative criticisms and positive constructs.
- c) Bringing all the above together we reach a scenario viz. a Conglomeration (Either in Conflict or in Consensus)
Therefore, the obligatory rule-book must find its place at all levels of processes while innovating customised ideas.
Customization: – It is about the zone where something is received post delivery. We have all heard the phrase â€˜Customer is the kingâ€™. It means one has to fulfil every wish of the customer. So one has to come up with ideas which are not only genuine but also meaningful (custom-made) for the individual at the receiving end. Only after this the creator and the customer sensibly meet at an arc of realisation. Wherein, real creations find archived utilisations.
Utilization: – Any process turns out to be applicable if and only if it promises some sort of utility. Just like in the beginning I shared about variable preferences regarding cabs and hotels similar factors of utility/application bring out different values from different human beings, their culture, their co-habitants…Henceforth any process has to be dynamic projecting mobility.
Mobilisation: – This is specifically about taking things from point A to point B. No process is seen as moving towards the moment of execution unless two energy factors are taken under consideration. o Potential = The energy i.e. stored (throughout any process) o Kinetic = The energy i.e. released (during any process) After all, any process becomes visible only when it starts moving towards executing ideal principles.
Execution: – This is all about Actions; Velocity; Momentum â€“ In short, getting the right things done rightly. Only because we are mostly on a journey to a destination, with certain obligations and gradually find out specific utilizations, we have to mobilize elements in order to execute… accelerated action. Then there remains, no more time to plan, yet enough time ahead to notify elements that have gone great and elements that need to be worked upon in times of crisis.
Notification: – Often experts speak of a volcanic stage while a process is ongoing. This stage finds its place somewhere between the action-packed execution phase and the penned down notification phase. Rather keep that hot lava aside. Let us overcoming all dilemma and reach a point of noting down what have already been achieved till now from a chosen process alongside how the same process can be taken to the next level. Modes and methods are many to note and notify but all conclude at some transition.
Transition: – Indeed it is often unexpected yet when arrived at turns out to be the last step. This is where a desired chosen process adopted for long, completely changes itself to invent another new process in itself. It can be seen as the end of an earlier process or the beginning of a new improved one derived from the earlier one.
Therefore, document each step. True, it will appear extremely tedious in the beginning however in due course of the act, eventually we will start finding things tidy, sorted out and organized around us. Thatâ€™s the true success of a process. Deriving optimum output from minimal usage of resources because the process can then take care of all by itself, flawlessly.
Applying this easy approach of keeping in mind how a process develops, right now start creating a new structured process document of your own. It will help you stay calm even during stress situations.
~ By Supratik Bhattacharya