The lack of training means the death of companies
Estimated reading time: 3 minutes.
I’m left handed. Like many people. But when I was small, I used to think that I was the odd one out, as my grandmother never stopped saying that it was normal to use your right hand and started to correct me… What’s more, when she saw me doing anything that she didn’t like, she’d come out with “You don’t do it like that (meaning the way in which I decided to approach a specific task), it’s done like this.” (meaning the way my grandmother did it). Luckily, although I was always a good, obedient child, I paid little attention to many of her demands, and continued writing, eating and living with my left time, at the same time I found new ways of doing things that I had always seen done in a boring, methodical way.
In a short time, new technologies and the Internet have meant an authentic revolution in the way of relating to one another and communicating socially. It also affects, to a greater extend, the business world. Companies no longer target anonomous, mass customers who buy anything, rather they need to seduce an increasingly more segmented public who knows—and demands—what they want and who, for the first time, has a voice and an opinion. The end user knows the evaluation that others have made of a specific product or service and demands a personalized, quality attention.
However, faced with this change in paradigm, which is no longer anything new, many companies continue to live in the past—not even in the present—and preserve business values that underestimate the importance of training and creativity. Imagine if all major business owners of our country continued to apply the advice of their grandmothers to the letter. Although they are valuable and esssential, they belong to an era that is not ours to live and, like everything, that advice is no longer valid.
Reinvent yourself or die. The lack of training means the death of companies.
As I heard Doménec Biosca, president of Educatur, say at a conference recently, “we cannot continue to talk about human resources, rather people with resources.” Products and services, when it comes down to it, are quite alike. What marks the difference is people, who have to be capable of moving the customer, giving them a unique experience and personalized attention. But that can only be achieved by companies that have previously managed their internal emotions. In other words, that have analyzed and encouraged the skills of their employees, that promote channels of efficient communication and that go that extra mile to achieve specific dreams and not just business figures. Nowadays, in a especially hostile environment, only those that want to survive do —wanting is power—, in other words, those that adapt to changes best and quickly, not the strongest.