デキる人事は知っている「社員教育」の真実／教育コストとは何か？／人材育成の現場で起きること

Mindset Coaching Academy

3 May 202411:45

Summary

TLDRThe video script discusses the concept of 'educational costs' in the workplace, emphasizing the importance of how managers allocate their time for employee training. It highlights the challenge of balancing individual attention with overall team performance, especially under monthly sales pressure. The conversation points out that managers often focus on employees who show immediate results or potential, which can lead to an unfair distribution of training opportunities. It also touches on the idea that the true cost of education is the time invested by managers, suggesting that improving hiring strategies and considering employee compatibility could reduce the need for extensive training.

Takeaways

💼 The education cost of employees is often misunderstood, as it heavily involves the time managers spend on them.
🕰️ Managers have limited time, and they must prioritize whom to invest their time in, often focusing on high performers.
📊 Managers face pressure from sales targets, making it hard to focus equally on all employees, leading to an unequal distribution of time.
📈 The concept of ‘fairness’ in training is unrealistic, as managers will naturally spend more time on employees who show immediate results.
🎯 Employees who want more attention from their managers need to demonstrate high potential and a willingness to grow.
🤝 A strong relationship and good communication between employees and managers significantly enhance employee development.
👥 Organizations should carefully consider manager-employee pairings, as mismatched pairings can lead to neglect.
📅 Training programs alone cannot fill the gap left by insufficient managerial guidance. Continuous, personalized support is key.
💡 Managers should not be overburdened with training responsibilities, as this detracts from their ability to manage and perform other tasks.
🏢 Companies should emphasize careful placement of employees in roles where they can thrive rather than rely on broad training programs.

Q & A

What is the main topic discussed in the transcript?
-The main topic discussed in the transcript is the concept of 'educational costs' in a corporate setting, specifically how the time investment of managers in training employees can be considered as a form of cost.
What does the term 'educational costs' refer to in the context of the transcript?
-In the context of the transcript, 'educational costs' refers to the expenses and resources a company incurs in training its employees, including pre-assignment training like onboarding sessions and on-the-job training (OJT).
Why is the time of managers considered a critical educational cost?
-Managers' time is considered a critical educational cost because they are responsible for overseeing individual training and development, which can be time-consuming. Their time is limited, and how they allocate it can significantly impact employee growth and performance.
How does the transcript suggest that managers often allocate their time among their subordinates?
-The transcript suggests that managers often allocate their time unevenly, focusing more on high-performing or promising employees, which can lead to an unequal distribution of training and development opportunities.
What is the '262 rule' mentioned in the transcript?
-The '262 rule' mentioned in the transcript refers to the common observation that in any group, the top 20% of performers often receive the most attention and resources, while the bottom 20% may receive less support.
How does the transcript address the issue of fairness in employee training?
-The transcript highlights the challenge of providing fair training opportunities when managers have limited time. It suggests that companies often struggle to ensure that all employees receive adequate training and development.
What is the role of the HR department in addressing educational costs according to the transcript?
-The HR department is seen as wanting to improve the overall training and development of all employees, but the transcript suggests that they may not be fully aware of the realities of managing time and resources on the ground level.
What does the transcript imply about the effectiveness of training sessions in improving employee performance?
-The transcript implies that training sessions may not always be effective if they are not tailored to the individual needs and potential of the employees, and if they do not consider the dynamics of the work environment.
What is the significance of the manager's 'human touch' in employee training as discussed in the transcript?
-The manager's 'human touch' is significant because it can influence how they allocate their time and resources for training. A manager who is supportive and invests in their team's growth can create a more positive and effective learning environment.
How does the transcript view the role of the employee in their own training and development?
-The transcript emphasizes that employees should also take initiative in their own growth, using their networks and personal time to develop skills, rather than relying solely on company-provided training.
What is the ultimate conclusion about educational costs in the transcript?
-The ultimate conclusion is that educational costs are not just financial but also include the valuable time of managers. Effective training requires a balance of company support, manager investment, and employee initiative.

Outlines

00:00

💼 The Cost of Employee Education

The speaker discusses the concept of 'education cost' in the context of employee training. They mention that this topic has been widely shared on Facebook and has garnered significant attention from HR personnel and business owners. The discussion highlights that education cost isn't just about formal training programs but also includes on-the-job training and the time managers invest in nurturing their team members. The speaker emphasizes the challenge managers face in balancing their time between immediate business goals and long-term employee development. They also touch upon the idea that not all employees receive equal attention for training, which can lead to an uneven distribution of growth opportunities within a team.

05:02

📈 The Impact of Managerial Time on Employee Growth

In this paragraph, the focus is on how a manager's time allocation can significantly impact employee development. The speaker points out that managers have limited time and must decide how to allocate it among their team members. This decision can lead to some employees receiving more attention and training than others. The speaker suggests that managers often prioritize employees who are already performing well or show a strong desire to grow, which can inadvertently neglect other team members. They also discuss the idea that some employees may require more support and nurturing, while others can grow independently. The speaker concludes by emphasizing the importance of effective communication and feedback in employee development.

10:04

📊 The Reality of Employee Training and Evaluation

The speaker delves into the realities of employee training and evaluation. They argue that simply providing training is not enough to address the gaps in employee capabilities. Instead, they suggest that it's crucial to consider the individual needs and potential of each employee. The speaker also discusses the evaluation process during recruitment, highlighting that not all new hires are equal in terms of their potential to contribute to the company. They mention that some employees may require more support and training, while others may excel quickly. The speaker concludes by emphasizing the need for a fair and comprehensive approach to employee development, acknowledging that not everyone will receive the same level of attention or resources.

Mindmap

Keywords

💡Educational Cost

Educational Cost refers to the expenses incurred by a company to train its employees, whether new graduates or mid-career hires. In the video, it is discussed in the context of the costs associated with on-the-job training (OJT) and pre-assignment training like orientation seminars. The script highlights the importance of understanding these costs from both the employee and the management's perspective.

💡On-the-Job Training (OJT)

On-the-Job Training (OJT) is a method of training where employees learn their job duties while working. The video script mentions that managers may closely monitor individual OJT progress and even consider career plans, indicating the direct involvement of management in the educational process of their subordinates.

💡Career Planning

Career Planning is the process by which individuals and organizations plan for long-term career progression. The script suggests that managers may think about career planning for their subordinates, which is part of the educational cost as it involves time and effort to guide employees towards their career goals.

💡Sales Achievement

Sales Achievement refers to the accomplishment of sales targets within a company. The script discusses the pressure on managers to ensure that their team meets monthly sales goals, which can impact the time they can allocate to employee training and education.

💡Management Pressure

Management Pressure denotes the stress and demands placed on managers to meet various organizational goals. The video script illustrates how this pressure can limit the time managers have to invest in the education and development of their team members.

💡Fairness in Training

Fairness in Training is the equitable distribution of training opportunities among employees. The script raises a concern about whether it is possible for managers to allocate training time fairly among all team members, suggesting that there might be an inherent bias towards certain individuals.

💡Performance

Performance in this context refers to the output and results of an employee's work. The video script connects performance with educational cost, implying that employees who show immediate results may receive more attention and training opportunities.

💡Growth Desire

Growth Desire is the ambition and motivation of an employee to improve and develop professionally. The script suggests that employees with a strong growth desire are more likely to receive training and development opportunities, as they are seen as more investable.

💡Social Skills

Social Skills are the abilities to interact effectively and appropriately within social situations. The video script implies that employees with good social skills may be more likely to receive training and development because they can better communicate their needs and engage with their managers.

💡Exit Management

Exit Management is the process of managing the departure of employees from an organization. The script mentions that exit management is crucial because it can affect the return on investment of the educational costs incurred by the company.

💡Recruitment

Recruitment is the process of attracting, screening, and hiring new employees. The video script discusses the importance of careful recruitment in relation to educational costs, as hiring the right person from the start can reduce the need for extensive training later on.

Highlights

Discussion on the cost of employee education and training.

The importance of understanding the mechanisms of employee education within companies.

The role of managers in observing and planning for individual employee growth.

The pressure on managers to balance immediate sales targets with long-term employee development.

The challenge of providing fair education and skill development opportunities to all employees.

The concept of '262' in organizations, where the top 20% receive the most attention.

The idea that resources tend to flow towards employees who are already performing well.

The realization that the essence of the education cost is the manager's time.

The dilemma of how much time managers can allocate to each employee's education.

The impact of monthly sales pressure on the allocation of time for employee education.

The role of the HR department in trying to uplift all employees through education.

The notion that education is not just about training but also about the time spent with superiors.

The necessity for all workers and managers to understand the essence of education costs.

The idea that managers' time is a limited resource and must be allocated wisely.

The structural issue within companies that leads to unequal distribution of managerial attention.

The importance of considering the human aspect when allocating time for employee development.

The suggestion that the way employees are positioned within the company is crucial for their growth.

The idea that the initial hiring process is where the most significant investment should be made.

The reality that not all employees receive equal attention or resources for development within a company.

The need for managers to consider the personality and growth mindset of their subordinates.

The importance of communication and feedback in employee development.

The conclusion that the essence of education costs lies in the time of managers.