How Companies are Creating Redundant Employees – Part 1


Some years ago, while working for a local company, I made a few observations. Most of the employees in the organisation had not been trained for the past fifteen years (at that time). Some of the departments had no formal training program whatsoever. Most of the employees were mainly performing their roles based on their previous experiences and learning on the job as the days went by.

Unfortunately, this is the hard truth for most employees in several organizations around the world.

If we are making a true assessment of ourselves as employees, some of us will come to realize that we have acquired little or no growth since we started working in some specific companies.

For some of us, our main job is to go to the office and wait till it is 5pm, and then return home.  For others, their roles have remained less challenging as the months go by. The only busy time in the day at work is when we join our team for meetings. We can practically be idle if we choose to do so for the rest of the day and business will go on as usual.

In some organizations, training programs are for selected few, preferably the senior managers, because they assume such roles are more strategic and contribute to the profit generation of the organization.

For other companies, the CEO assumes training programs that are supportive of the employees based on gut feeling and personal engagement, and begins to engage trainers for the organization.

What this results in is yearly training of employees on first aid training, time management and creativity. Although all these training areas are relevant to employees, there is a need for training to be tailored towards the competency needs of the employees, the strategic goal of the organization and the future and existing trends in the global market.

As a result of these flawed training programs, there are several employers that have a lot of redundant employees – all of whom senior managers are aware of but pretend they do not exist.

This had led to several external recruitments because the existing employees cannot fit strategic roles at the senior level.

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