Man have always become obsolete through time and age?, whatever they do. In a fast changing technology world, human beings are struggling to keep pace with their own creations. Global competition, geographical mobility and market trends amongst other factors mean that innovation is a must. People must innovate in everything they do be it their minds, their thinking, their skills and competence, etc.

This continuous search for innovation has reinforced the belief that continuous learning is the way forward. It will help in updating knowledge and keeping up with the new trends. This explains why I have chosen the picture of a man sitting on a sunny island and working on his computer. We should take every opportunity to learn even when on holidays sunbathing!

Basically, obsolescence is a very gross word especially when associated with human. Human beings possess intelligence and potential that can never be equaled and their inventions prove it. Before, it was the Taj Mahal, the Eiffel Tower, the Pyramids. . . now the computer (with the boasting fact that it is not the computer, which invented man but man who invented the computer), spaceships becoming more like taking a plane for a journey to another planet and so on?

<B>What is human obsolescence? </B>

Obsolescence can be defined as the discrepancy between a professional?s knowledge, skills, and abilities and the individual?s capability to perform required tasks at hand as well as those planned for the future. In a work situation, a person?s proficiencies should match the job requirements; a professional?s stock of knowledge, skills, and capabilities should match the demands of his profession. The degree of obsolescence can be judged by the discrepancy between the individual?s level of proficiency and current state-of-the-art standards in the field.

Fossum, Arvey, Paradise, and Robbins (1986) base their definition of skill obsolescence on psychological and economic definitions of job requirements as human capital theory ? obsolescence is present when the ?person? requirements of the job ? tasks, duties, and responsibilities ? become incongruent with the stock of knowledge, skills, and abilities currently possessed by the individual, presuming they were previously congruent. Technical obsolescence is characterized by inadequate knowledge of current technology, which results from the failure to maintain knowledge of current developments (Dubin, Shelton, and McConnell, 1973; Farr, Dubin and others, 1980b).

Kaufman added another dimension in his definition: ?Obsolescence is the degree to which professionals lack the up-to-date knowledge and skills necessary to maintain effective performance in either current or future work.? (1978, p. 22).

Unfortunately, obsolescence is inevitable unless positive efforts are made to counteract it. Without continuous updating, technical proficiency will decline. People will carry on their work with increasing outdated techniques and hypotheses, ignorant of new data, techniques, and principles. A person?s stock of knowledge has a usefulness for a finite period of time; it becomes outdated and must constantly be replaced by new knowledge which can only be done through proper training.

<B>What is training? </B>

Training is the most important component of HRD (Human Resource Development). A comic definition of training would be ?Any situation in which an expert on a topic speaks to a group on that topic for two hours or more.? On a more serious note, the term ?training? indicates the process of improving aptitudes, skills and abilities of employees to perform specific jobs. The main aim of training is to induce suitable change in the individual concerned. An organization which aspires to grow must be in tune with the changing needs of the society. Training becomes relevant in the context since it is only through training that the gap between performance of the organization and the felt need of a changing society can be neutralized.

Training is required at different levels, namely, for unskilled workers, semi-skilled workers, skilled workers, office staff, supervisory staff and managerial personnel. For example, experienced employees may be taught to operate on unfamiliar equipment. Persons raised to supervisory levels can be taught how to plan and control the work of their units and help their subordinates. Training is assuming an ever-increasing importance in the industry due to:

Technological advances ? Many unskilled jobs are disappearing. To remain employed, workers must engage in training programmes to upgrade for more skilled positions and familiarize with new processes. As new management techniques and technical developments appear, higher-level employees need refresher courses.

Organisational complexity ? Big organizations deal with complex problems of co-ordination and integration of activities. Therefore, training must be continuous at all levels.

Organisational tenure ? College graduates are hired not for their present management skills but for their potential to become capable managers. Many companies have training programmes for qualified prospects to mould them to the requirements of the organisation. For example, in the ICT sector in Mauritius, all call centres offer training and retraining of employees to keep up with the trends.

Human relations movement ? the human relations movement emphasizes the importance of providing employees with conditions that permit and promote self-actualisation. The job occupants will often require training to bring them up to the level required.

Some examples of training methods can be on-the-job, off-the-job, case study as well as distance learning, etc. To devising individual training programmes, it is necessary to conduct an accurate analysis of the individual?s aptitude and performance level. McGehee and Thayer recommend the following three-tier approach to determine training needs:

Organisational analysis: determine where training emphasis should be placed within the organizations

Operational analysis: decide what training should consist of Man analysis: determine who needs to be trained.

Having said all that, we should ask ourselves how training programmes help avoid human obsolescence:

(1) It can help to renew the skills of an old workforce, which may be old but still has some five to ten years before retirement. Training will thus save the jobs of thousands of employees.

(2) Training seems the best solution to avoid human obsolescence as demotion, firing or finding another job is inappropriate and may lead to conflicts and instability in the employer-employee relationship.

(3) Training programmes are the fashion in many organizations, especially multi-nationals, as directors are aware that constant updating of employee skills will extend their ?expiry date?. So why should we not follow the trend? In Mauritius, even the Civil Service is offering training. Example: ICT training has been offered to thousands of public officers since last year to improve their skills in basic computer and internet use.

(4) Training will also satisfy and motivate employees, thus help the organisation in retainin the workforce.

(5) Training also contrbutes to the achievement of the organization?s goals and objectives. Frg example, an organisation wants to double its profits by introducing fster and highly computerized textile machines and implement a Japansie concept of management, ?Gemba Kaizen?. Instead of recruiting neow graduates in Gemba Kaizen field or who know how to use the new mcahines, it will be more appropriate to train the existing workforce. Thise will reduce the cost of recruiting new employees (and damages in Court for firing the employees!) as well as leading to growth of exiasting employees. But, if we take a broader look, we will see that training programmes do contain discrepancies.

(1) It will be a bit premature to say that training programmes will help to avoid human obsolescence as a good training programme with the essential elements and well-defined training objectives should be present or else, the end results would not be satisfactory.

(2) Training needs assessment should be carried out prior to the training and it should show the required needs.

(3) Appropriate evaluation should be done to assess if the training has been beneficial and can be used in the future.

Training programmes are helpful in avoiding human obsolescence but other elements must be taken into consideration. Giving training without needs assessment, clear objectives and post evaluation may bring very bad results indeed. Another pertinent question that needs to be asked . . . are the employees ready to participate and play the game? If they are reluctant and take part in training half-heartedly, it may prove costly for the organization. Overall, training seems to be the best solution to avoid human obsolescence, if it implemented adequately.

<B>Irshaad LALLMAHOMED</B> UTM Student