Managing Expectations: Realistic Insights Into Management Development Programs

Pak Dhino, a Talent Management Manager at a leading banking company in Indonesia, expressed his confusion when tasked with presenting the results of the Management Development Program (MDP). Despite the substantial budget and collaboration with top executive education institutions over two years, field feedback revealed significant shortcomings.

MDP graduates have yet to match the knowledge and practical experience of their more seasoned colleagues. While they may possess theoretical understanding, they lack the practical skills necessary to be effective leaders. Additionally, their attitudes are sometimes perceived as arrogant by long-time employees, making them difficult to coach and lacking the humility crucial for team dynamics.

Discussions revealed that experienced colleagues expected MDP graduates to exhibit strong leadership, sound decision-making abilities, and a positive team interaction attitude. However, reality shows that becoming a competent leader requires time and experience, which cannot be condensed into a two-year program. Although MDPs are designed as fast-track programs, mature leadership necessitates extensive field experience to develop the tacit knowledge and wisdom required.

The challenge for Talent Management Managers and HR Directors is increasingly complex with the digital age and the entry of Generation Z into the workplace. Questions about the effectiveness of MDPs become more relevant given the high investment required. Companies must ensure that the Return on Training Investment (ROTI) aligns with the expectations set.

From the perspective of MDP participants, Nina, a graduate from one of Indonesia’s top state universities, initially felt proud to be accepted into a Management Trainee program at a major bank. However, after completing the program and entering the real world, she noticed a gap between her acquired knowledge and the field conditions. Significant differences exist between theoretical learning and market realities, with "field knowledge" varying by region. This discrepancy is often not understood by newcomers, yet workplace and customer expectations demand quick adaptation to diverse situations. Under high work pressure, Nina faced expectations and cynical views from experienced seniors, leading to burnout, loss of confidence, and contemplation of resignation.

Not all participants share Nina’s negative experience, highlighting the importance of managing expectations. In 2000, renowned training experts Michael Lombardo and Robert Eichinger introduced the 70/20/10 learning model in their book "The Career Architect." A 1996 survey of nearly 200 executives concluded that 70% of personal development comes from challenging tasks, field experience, and interactions with others. Another 20% is gained through feedback, mentoring, and coaching, while only 10% comes from formal courses and training.

Image1: 70/20/10 Learning Model by Michael Lombardo & Robert Eichinger

With this understanding, companies need to adjust their talent development approaches to ensure MDP participants gain sufficient field experience to develop necessary leadership skills in today’s dynamic work environment. Learning from this model clarifies Pak Dhino's and senior employees' concerns. It is unrealistic to expect someone to become an adept leader within 1-2 years of completing an MDP. An MDP is not an oven that produces ready-to-serve leaders immediately after completion. Of course not!

The MDP contributes approximately 10% of the learning, strengthened by mentoring and field practice opportunities. Thus, the program can provide an additional 20% learning momentum through interaction and learning from others. While this percentage is not exact, after 1-2 years in an MDP, the development contribution is around 30%. This leaves 70% of the learning journey to be achieved through ongoing work experience.

In conclusion, Pak Dhino, senior employees, and company management need to be more patient and allow time. The MDP is not a failure. Certainly not. The investment is not wasted. However, realistic expectations must be managed. The maturity required to solve field problems and the wisdom to manage people take more than 1-2 years to develop.

Therefore, it is not time to disband the well-designed MDP but to wisely manage expectations. Development is not an immediate goal but a long-term, ongoing process.

Author: Mawar Sheila - Resident Consultant
Editor: Gardhika Waskita P - Resident Assessor