During the first few weeks of the new management development program,
managers reported that training content and delivery failed to reflect the actual
issues faced by the company’s managers. Instead, training facilitators used
“canned anecdotes” that were not relevant for managers and often presented a
barrier for learners. One interviewee [head of operations] stated, “When talking
about how to improve performance feedback, the trainer was asked by one
manager [participating in the training] for a specific company example. A common
problem faced by the manager was shared [with the trainer]. However,
the trainer had no insight regarding the application of the concept used in the
training” (Egan, 2010, pp. 118–119). Second, employee development needs
described by business line managers and executives during HRD-sponsored
evaluations were overlooked, leaving managers with a strong perception of
misalignment with HRD. On the other hand, HRD professionals experienced
exclusion from business line strategic discussions. HRD staff felt unfairly
blamed for management’s prior attitudes.
Steps toward addressing these issues involved strategic discussions about
HRD and management roles and the shared outcomes and processes necessary to support and improve alignment.