Thread by @SAH16928046

As a manager, you have to make a choice.
Whether to transfer skills to someone who is not a loyal co-worker, or to adopt avoidant behaviour and let things come to pass.
This is both morally and managerially the most difficult trade-off one makes in a position of responsibility.

Most of the time, we regret training subordinates who are disloyal and backbiters.
I have trained many people in my life who gave negative feedback to HR.
Dealing with such rogue elements in a firm tests the type of leadership and decision-making model employed.

So, the company needs to differentiate between coaching and training programs designed for employees & the management.
Training should be a general event in the HR to-do calendar whereas, coaching should be reserved for those who are selected by the manager to join his team

The next question, logically speaking, is what is the difference between general training and specialized coaching?

Training Programs are meant to identify basic employee cognition concerning knowledge gaps.
Whereas, Specialized Coaching exercises are more intensive, more personalized and more applied in nature which helps to surmount applied skill gaps to solve problems based on transference

Coaching programs are further bifurcated.
One is a Directive Coaching Program & others are Non-Directive Coaching Programs.
The training program is basically a pedantic exercise, whereas coaching is specifically didactic in nature, which involves handholding & DIY projects.

My years of managerial escapades teach me to put the disloyal and lesser committed employees in the batch training programs and let them learn on their own.
Whereas, a select group of talented and loyal co-workers should be hand-picked to undergo personalized coaching.

One more difference btw general training & intensive tailored coaching programs is that in the case of the latter feedback is provided to the participants, whereas, in the case of the former, feedback is taken using self-assessment forms.
It is a Continuous Improvement Framework

My rule of thumb for coaches or trainers or mentors is simple!!
Classify employees based on their biological behavioural markers, socio-psychological traits, cognitive neuroscience patterns, reinforcement learning processes & situational awareness
Then bifurcate & rate workers

Those who are screened to be loyal should be marked to intensive #coaching programs.
Those workers who act like weasels picking up certificates as they go along in their careers, ready to hop from job to job for a few incentives, should be relegated to the basic training programs

End of my advice!
Loyalty Attribute comes first and lasts for both a firm and a manager.
Coaching, mentoring and succession planning and training should be based on these psychological traits of the worker!!

Educate and mentor those who are loyal subjects!!
Don't waste your time by sharing skills with the disloyal.
That stood as the basic industrial relations and human resource development tactile strategy difference between the Japanese and the UK Firms, applied on the shop floor.