THE VIRGINIAN-PILOT
Copyright (c) 1996, Landmark Communications, Inc.
DATE: Sunday, August 25, 1996 TAG: 9608260635
SECTION: COMMENTARY PAGE: J4 EDITION: FINAL
TYPE: Opinion
SOURCE: By JAMES A. GRACE
LENGTH: 87 lines
As a regular reader of the want ads, I have noticed that a lot of organizations are searching for ``trainers.'' Years ago, such a job description was unheard of, or had an entirely different meaning. Today, having an organizational trainer is becoming an imperative. Why? you might ask. Corporate downsizing is the answer.
Remember all those middle managers who were offered early retirements, or whose positions were just eliminated? They were not top management, so they made no big decisions. They were not line personnel, so they made no product. Wasted paychecks, the CEO said. Stockholders and corporate boards alike agreed that this was sage wisdom.
While the trendy downsizing was going on, however, nobody stopped to take stock of what the middle managers really added to the corporate mix. Then within 24 months of their completed downsizing, many corporations were rehiring to fill a void that had defined itself in the absence of any serious prior consideration of what the middle-management cuts were doing. The talent that they are rehiring is what they need to fill the void: trainers, mediators and mentors. These are actually the three primary functions the now-extinct class of manager performed and are the functions that corporate America expects these new ``trainers'' to fulfill.
Trainers saw to it that everybody knew his job and understood his task. This was done in their offices, on the production floor, at the water cooler, wherever the opportunity arose coinciding with the need. Their presence obviated the need for formal training programs to a greater extent than upper management cared to admit. Five minutes, here, 10 minutes there and a middle manager's day was ``shot,'' a euphemism for no visible productivity. However, those folks he trained continued to climb up the productivity ladder.
Mediators resolved problems at the lowest level, such as on the production floor. If you haven't put it together yet, the rise of harassment-charge problems appears to have coincided with the advent of downsizing of middle management. Issues that could have been resolved over lunch or at the water cooler now rose to the next highest level of management. The problem at that level was that decisions were equated with official policy. Nobody wanted to make policy quickly, or interpret gray areas on short notice. Hence the rising complaints were not resolved but rather were allowed to fester until the harassed individuals sought legal recourse.
Mentors handled the corporate culture dissemination. They knew how the company really worked, how to get ahead, how to stay out of trouble, how and when to look good. They also solved a lot of the social problems. They were visible examples, management on display. They represented what the company stood for to the front-line employees. Mentors took many people under their wings, kicked a few butts and generally added leadership and maturity to the primary mix of human beings on the production floor.
The issue is that the CEOs found that they got what they bargained for with downsizing. The percentage of trained, motivated line workers from the old times began to dwindle. Problems began to arise. Hiring more line people had little effect on the consternation and confusion on the floor in these companies. They needed to find somebody to fulfill the functions that middle management had once performed. Hence, the current rage for corporate trainers. These unique, experienced individuals are hired as much for their ability to mentor and mediate as they are for their ability to establish training programs.
We are witnessing the birth and rapid evolution of a new corporate position, one requiring the incumbent to move across the boundaries within organizations, observe needs and generate systemic solutions using training as the salve. Some companies have recognized the void in their operations and are doing something about it. Some chose to continue to suffer. Companies seem to be struggling with what and whom they need to hire. Job descriptions for mentors and mediators are difficult to write, and such people are hard to even identify based on a resume and a 45-minute interview. Corporate trainers are expected to fill the functional void left by many eliminated managerial positions. Their tools include computer-based training, computer-assisted instruction, skill in developing formal lessons from basic needs assessments, the ability to listen and some old-fashioned leadership.
What are the implications for the Hampton Roads work force? Accept it: The middle managers are not coming back. Like drive-in movies, they have been overcome by technology and have subsequently become obsolete. Their replacement workers have been identified - experienced trainers who understand training technology and techniques that can work across masses in the corporate work force, and who additionally have proven leadership and motivation skills. The market for this combination of skills will only increase as downsizing continues to sweep the boardrooms.
Is your job in peril under this process? Can you evolve with workplace needs? New skills and new technology will continue to drive change. Keep up. MEMO: James Grace, a Virginia Beach resident, is an instructional
systems developer for D.P. Associates Inc., which produces
computer-based training and supporting products for Naval Air System
Command programs supporting naval-aviation elements at Naval Air Station
Norfolk. by CNB