The many lives of capability building programs

Technically speaking, ‘capability building programs’ are meant to do exactly that – to build the targeted capabilities. However, after spending two decades in business organizations, I have come to realize that capability building programs serve different purposes in different contexts, including those that are very different from the original purpose. 

Let’s take a look at some of the 'uses' of capability building programs (starting with those that are closer to the original purpose and then moving on to those that are quite different):  

1. Capability building programs as ‘Crossing the Rubicon’: Here the implication is that capability building programs create ‘sustainable change in behavior’ (which is the behavioral definition of ‘learning’). Of course, most capability building programs fail to achieve this.
2. Capability building programs as ‘Invitation to learn’: This is based on the philosophy that ‘you can lead a horse to water; but you can’t make it drink’.
3. Capability building programs as ‘Training’:  Here the implication is that it is something that is done to the participants. While some people do say that ‘training is only for animals’, this philosophy is very much ‘alive and kicking’ in many organizations!
4. Capability building programs as an element of the 'Employee Value Proposition': This typically happens when a company makes an explicit promise of 'x' days of capability building programs per year per employee as part of its Employee Value Proposition (EVP). Yes, this works best when these capability building programs are conducted on regular working days! This approach can be extended to positively impact the company branding/business development efforts also (by highlighting the investment the company is making in capability building to improve the product quality/ to serve the customers better).
5. Capability building programs as 'Knowledge management': When an expert is leaving an organization, the organization might ask him/her to conduct a capability building program to pass on his/her knowledge, even when that knowledge is not immediately relevant to the people attending the capability building program.
6. Capability building programs as 'Enculturation': This typically happens during new employee induction/onboarding. Another variation here is 'culture building workshops'. 
7. Capability building programs as ‘Reward’: Some organization use capability building programs as a reward for high performance. It does raise some questions. For example, won’t the employees prefer to receive an equivalent amount of money in cash as opposed to attending an expensive training program?
8. Capability building programs as ‘Paid holidays’: Capability building programs can provide ‘pleasant distractions from the unpleasant realities at the workplace’.
9. Capability building programs as ‘Detox’: Some capability building programs can indeed be fun or even 'meaningful fun'. Some programs like ‘Human Process Labs’ can also provide some degree of emotional detox. Yes, this might highlight the implicit assumption that there is something toxic about the workplace. 
10. Capability building programs as ‘Rites of passage’: This happens when training programs are linked to level transitions, Here the primary purpose is to enable the psychological transition required for the level change - in the participants and in the 'significant others' in the organization ecosystem (see ‘Accelerated learning and rites of passage’ for details)
11. Capability building programs as ‘Team building’: Here the message is that the opportunity for facilitating interactions between the team members/cross-functional team members (and the possible increase in connect between them and to the team/organization) is more important than the program content. Yes, this could trivialize the concepts of 'teamwork' and 'employee engagement'. 
12. Capability building programs as ‘Importance signaling’: If a capability building is positioned (formally or informally) as ‘only for the most valuable people in the organization’ (e.g., top talent, people who are being groomed to take up top management positions etc.), it can indeed serve as a way to signal the importance that the organization gives to the concerned employees. Yes, some of the participants might promptly include this in their CVs/mention this during the interviews for jobs outside the organization.    
13. Capability building programs as ‘External benchmarking opportunities’: This works best in the case of open training programs conducted by prestigious institutes that attract participants from across the world. Quite a bit of the learning in these programs comes from interacting with the fellow participants and from knowing what the other companies are doing.
14. Capability building programs as 'Corporate rain dance': This occurs when capability building programs are used as 'solutions' to organizational problems that are not related to capability gaps at the individual level. Yes, they do give the management the illusion that something is being done about the problems (see 'Leadership training and corporate rain dance' for details). However, they can make the participants feel 'victimized' (see 'Training the victim' for details). 
15. Capability building programs as 'Sales hook': Here capability building programs are used as an opportunity to sell other products. 
16. Capability building programs as 'Brainwashing': This happens when the focus of capability building is on 'unlearning and relearning'. 
17. Capability building programs as 'Golden handcuff': Here the idea is to send the employee for an expensive long duration learning journey program and also attach a retention clause/service bond. 
18. Capability building programs as 'Immediate profit generation': This typically happens when the monetary value of the improvements coming from the 'action learning projects' that are part of the capability building program is estimated to exceed the cost of the capability building program. While this enables the Learning & Development (L&D) function to position itself as a 'profit center' (as opposed to being a cost center), whether this 'profit' is real is often a point of disagreement between the HR function and the Finance function. Also, to maximize the 'profit generation potential' of the action learning projects, the link between the action learning projects and the learning objectives of the program gets overlooked. Yes, the capabilities built during the program can and should impact the business results (and this is very much aligned to the original purpose of capability building programs). However, they are usually more difficult to estimate/ happen over a longer period of time and therefore might not be very promising for showing immediate profit! 

I am sure that more such 'non-standard' uses of capability building programs can be found. Also, a single capability building program might serve many of the uses mentioned above. This does raise an interesting question: "why do so many alternative uses of capability building programs exist, even when they are not the most efficient ways of achieving their 'unstated' objectives?". I guess, the word 'unstated' might offer a clue. In some of the organizations, spending money on some of those alterative objectives (or even attempting to achieve them directly) might not be 'culturally acceptable'. In many cultures, learning is considered to be a 'noble' activity and hence it is put on a pedestal. Hence, by achieving some of those alternative objectives through a capability building program, they can gain more respectability! 

Of course, the above discussion was from the points of view of the organizations and/or the participants. Since there are other stakeholders involved (like the facilitators, L&D team, vendors etc.) there are additional interpretations possible from their points of view. For example, for a facilitator, capability building programs can mean multiple things like a source of income, a calling, an avenue for self-expression etc. 

Any thoughts/ideas? Any other uses of capability building programs that you have come across?