Physicist and astronomer Stefan Feeney of University College London, one of the...
Corporate personnel training system - is a set of measures aimed at developing professional competencies employees of all levels and positions. The purpose of the corporate training system is to provide highly qualified personnel whose professional competencies allow achieving the strategic goals of the company. At the same time, for the most positive effect, the corporate system should be interconnected with such basic elements of the personnel management system as selection, motivation, certification and rotation.
Creation of a corporate personnel training system – perceived need, allowing the company not only to create a highly qualified personnel reserve, but also to use the received potential for the development of production, increasing competitiveness and productivity. The effectiveness of training is determined by the correct choice of the content of training programs, methods and forms of training.
The functioning of the corporate training system implies the following tasks:
Identification of training needs;
Combining learning goals with business goals;
Development and implementation of an appropriate training strategy;
Planning and standardization of training;
Formation of the budget for training, reporting, evaluation of the effectiveness of learning outcomes;
Selection of appropriate technologies, tools, methods and forms of education and their use;
Continuous improvement of the organization of training based on the results of the assessment and the feedback collected.
Performing all these tasks, the corporate training system pursues a number of different goals, the main of which are:
Achievement by the organization of a sustainable competitive advantage;
Improving customer service, meeting their needs and expectations;
Increasing the overall organizational performance and individual efficiency of employees;
Formation of a culture of learning, innovative potential of the company;
Identification of promising employees, their development and retention;
Development of effective leadership and management;
Increment, preservation and maximum effective use of the intellectual capital of the company;
Preservation and systematization of all knowledge available to the organization, knowledge management;
Comprehensive and organically flowing organizational development;
Easier implementation of change, less resistance to change;
Formation personnel reserve, ensuring continuity, career growth of employees through internal recruiting;
Accelerating the adaptation of new employees, minimizing the time for them to reach full productivity;
Improvement of management methods;
Strengthening the loyalty of staff, consumers, partners;
Growth of employee engagement;
Strengthening and development of corporate culture;
Realization of the mission and vision.
To achieve all these goals, the corporate training system must be based on a deep, comprehensive and regular analysis of training needs. It is he who will help to identify what exactly the organization needs today, and what it is necessary to strive for in the strategic development perspective. By setting reasonable and realistic goals, the corporate training system will be able to select the appropriate methods, technologies, forms of training, and determine its specific content.
The main areas of corporate training that are most relevant in modern conditions are the development of leadership and managerial competencies, professional and specialized training, training in knowledge about the company's products and services, training in effective sales and customer service, training in IT skills and the use of various business systems, and also training designed for partners and consumers. Separately, it should be noted the construction of competency models and the development of competencies necessary for employees to perform certain specific roles.
Disciplines and processes that support learning include performance management consulting for employees and managers, coaching and mentoring for leaders, knowledge management and change management, instructional design, learning content development, measurement and evaluation of learning effectiveness.
Today, education cannot be imagined without the use of many specialized tools and technologies. These include LMS - learning management systems, LCMS - learning content management systems, tools for developing electronic learning content (authoringtools), collaboration tools, social networks, tools for conducting webinars and online conferences, virtual classrooms, mobile technologies, search engines. tools and tools for working with meta-data, technologies for analytics, reporting, measuring learning outcomes and evaluating its effectiveness.
Effective corporate personnel training system:
Increases the ability of staff to adapt to rapidly changing socio-economic conditions and market requirements, which means it helps the company to solve strategic business problems (to develop, capture the market, increase profits, etc.);
Allows you to solve problems related to new areas of activity and maintain the required level of competitiveness;
Increases staff commitment to their organization and reduces staff turnover;
Helps to disseminate and maintain core values and priorities among employees organizational culture promote new attitudes and norms of behavior designed to support the organizational strategy.
Staff training is not only about benefits. It also entails certain costs, both direct (expenses for the payment of trainers, training materials, rental of premises, etc.) and indirect (expenses associated with the need to release employees from work for the period of their participation in the training program, as a rule, with pay). It is in connection with the presence, along with the benefits, of the costs of training that the system of corporate training and personnel development should be developed in accordance with the strategic goals of the company, formalized, structured, covering all levels of management and have a clear relationship and continuity of all internal processes.
A staff training strategy is necessary for this very reason: in order to lead to the achievement of specific goals, training must be organized in a very specific way, corresponding to these goals. . A personnel training strategy is a long-term direction of training conducted in an organization, aimed at achieving competitive advantage, meeting the expectations of all parties involved in training and organizational development.
At the same time, it is important to understand that the training strategy is an integral part of the overall personnel management strategy, since training is only one of the areas of work with personnel.
Creating a learning strategy is a multi-step, sequential process. It should always begin with a comprehensive analysis: the business goals of the organization and the dependence of their achievement on the preparedness of the staff; the needs of all stakeholders – these include but are not limited to customers and partners who may also need training; the place of learning in a holistic strategy of personnel management; analysis of the current and predicted state of the external environment.
Based on the data obtained, you can get the first general idea of \u200b\u200bwhat your learning strategy should be. One way or another, training will perform a number of basic functions in the organization:
Management of the structure of the training system;
Planning training initiatives and developing curricula;
Contacts with external providers of products and services related to training;
Training budget planning and management;
Selection and implementation of certain teaching methods;
Comprehensive assessment of the effectiveness of the personnel training system operating in the organization;
Marketing and logistics training;
Learning management, collection and analysis of statistics;
Evaluation and improvement of the learning strategy itself.
For all these points, it is necessary to develop and fix the most detailed picture: who is specifically responsible for what, how and how often certain procedures are carried out, according to what criteria methods and technologies will be selected, how the budget will be distributed, how interaction with external specialists will be built , which categories of personnel and to what extent the training will cover, and whether it will also be offered to consumers and partners, and so on.
All this will form a staff training strategy. However, having completed all this work, it is important to once again make sure that the result really corresponds to the organization's business strategy - it is quite important here that both it and the personnel training strategy are developed with the expectation of the same time frame. It is equally important to ensure that the learning strategy does not conflict with other functional strategies implemented in the company.
It is necessary that the developed strategy be able to meet the needs of all stakeholders: the organization has a greater chance of successfully implementing its strategic goals, employees can develop in accordance with their learning needs, partners and consumers have access to all the necessary information about the company's products and services, and specialists in training get their hands on a realistic and reasonable guide to action.
Thus, the corporate training system is a set of measures aimed at developing the professional competencies of employees of all levels and positions. Corporate training must comply with the approved development strategy of the organization, only then it can become the most effective for both the employee and the organization as a whole.
"HR officer. Personnel management (personnel management)", 2012, N 1
CORPORATE TRAINING OF STAFF IN A COMMERCIAL BANK
show me academic plan companies, and I will tell you everything
about her strategy and even the identity of the first person.
Klaus Valentiner
The article shows that corporate staff training is the most important factor in the competitiveness of a credit institution in the labor market. The features of the work of bank personnel, which determine the specifics of their training, are concretized. The organization of staff training in a bank is considered on the example of such forms as a regional training center, a training and development portal, a corporate university.
Dictionary of personnel management. Corporate training is a set of measures to develop the skills, abilities and knowledge of personnel aimed at optimal use human resources of the organization in terms of the strategy adopted in it.
The growing modernization of the economy requires a change in the strategies of companies. Their adaptation to new conditions requires a significant restructuring of the system personnel management, and staff training in these conditions becomes a key element of the personnel management process. This issue is very relevant in commercial banks, since the efficiency of the economy of the whole country depends on their work. Leading and successful banks in the modern competition for resources make a choice in favor of preserving and accumulating human capital.
The introduction of a corporate training system can contribute to the adaptability of the bank's staff to changing conditions and will provide a strategic competitive advantage financial organization for many years.
The concept of corporate training was born in the early 60s. 20th century in the USA together with the concept of corporate universities. The most common term is Training & Development (T & D) - "training and development." In the mid 1970s. The Association of Training and Development Professionals (ASTD) was formed, now with over 100 national members (ASTD.org). In September 2005, ASTD opened a representative office in Russia. In Russia, the profession of a specialist in personnel training and development was formed in the mid-1990s. last century.
Tasks and main directions of corporate training
bank staff
The corporate training system is a tool for implementing the bank's strategy.
The purpose of corporate training is to provide the systemic knowledge and skills of the personnel necessary to achieve effective results and quality indicators of the bank's activities.
Tasks of corporate training:
Systematic training of all target groups of bank personnel;
Ensuring the required level of managerial knowledge and skills;
Preparation of personnel reserve;
Adaptation of new specialists;
Formation of corporate standards for doing business, including standards for quality customer service.
The work of a bank employee as a specific type of work has significant features that have a significant impact on the system of corporate training of bank personnel. To ensure the successful formation of a training system for personnel of a credit institution, it is necessary to take into account a number of features of work in the field of credit and financial operations:
1. High qualification requirements caused by the need for constant self-education associated with frequent changes normative documents, which is confirmed by the high industry average indicator of the proportion of employees with higher professional education. Reduction life cycles banking products, frequent innovations in environment lead to a sharp increase in the requirements for the educational and qualification level of personnel. The requirements for the qualifications of contractors in Russian banks are high and exceed the requirements for contractors in other non-production industries (for example, according to the Social Report of VTB Bank for 2009, the proportion of employees with higher education, amounted to 84.6% ). It is necessary to constantly monitor the level of qualification in order to identify gaps in knowledge, taking into account the development of technologies, changes in the regulatory framework.
2. Increased requirements for information support labor activity. The results of labor are directly related to the quality of the information received by the employee. The result of these increased requirements for information support is an increase in the complexity of the work of performers, an increase in the intensity of their work.
3. High technical equipment and mass automation of workplaces. Automation, leading to the complication of the content of the activity, seriously changes the attitude towards the work of the individual.
The identified specifics of the work of bank employees determines the direction of corporate training in a credit institution.
The main areas of corporate training in the bank are:
Functional training aimed at the effective performance of official duties by employees, the development of business processes, products and technologies of the bank's activities;
Development of business efficiency skills aimed at achieving corporate standards for the quality of doing business;
Development of managerial competencies aimed at the formation of a unified corporate management system.
The main forms of training in the bank are:
1. Internal seminars:
Information and consulting. They are aimed at conveying to employees the information necessary to perform business tasks and direct job responsibilities, for example, they are devoted to topics such as: " Topical issues operating activities", "Credit operations of the bank", "Current issues and practice of settlements in the form of letters of credit in rubles on the territory of the Russian Federation", "Current issues of work with personnel", etc.;
Practical. Aimed at developing practical knowledge and functional skills, for example, skills in using new operating systems ("Service packages. My personal bank", "Filling in client data in software", etc.);
Problem-project. Aimed at solving specific business tasks under the guidance of an internal or external expert, for example, on the topics: "Promoting the work of department employees", "Implementation of international settlements in the form of an import letter of credit", etc.
2. Internal internships aimed at the practical development of professional technologies under the guidance of experienced employees, for example, "Technology for conducting business training on the topic" Effective Sales ", etc.
3. Internal trainings aimed at developing business efficiency skills in working with clients and management skills: "Sales Management", "Service Management", "Effective Sales", etc.
4. Distance learning. It is usually considered in the bank as independent species training, although its use is possible only in the form of an additional form of training, which should either consolidate the material covered (for example, after training) or prepare for subsequent training (studying the information necessary for future training). Distance learning, in turn, is divided into:
Electronic courses that provide the transfer and control of the assimilation of information and are used mainly for the functional training of personnel. As a rule, these include programs for the adaptation of employees, various areas of activity, introductory briefing on AML / CFT (countering the legalization of proceeds from crime and the financing of terrorism), etc.;
Video seminars, which are aimed at concretizing and controlling the assimilation of information obtained during the passage of electronic courses and self-study, increasing the effectiveness of these forms of learning by actively involving participants in the learning process and receiving feedback from them on the issues discussed in real time.
5. External seminars (in Russia and abroad) aimed at obtaining information necessary for individual specialists in their areas of activity in the interests of the bank, in order to solve specific tasks or active representation in a certain professional area, as an example, we can name training on such topics as: "Business Object Training", "Strategic Business Vision", "Project Management", "Change Management", etc.;
6. Certification programs aimed at obtaining the right to conduct professional activity in the interests of a bank established by law or in accordance with internal normative documents: "Specialist of the financial market", "Evaluation activity", specialized courses for cashiers, etc.
7. Self-preparation aimed at mastering new knowledge and skills in the areas of activity of employees, continuous professional development in order to meet the requirements for the position held and professional development.
8. Mentoring is the main method of learning again accepted employee. After a new employee has been accepted for a vacant position, a curator is assigned to him, the goals of supervision are to streamline the process of developing professional competencies, develop the ability to independently and efficiently perform the tasks assigned to the employee for the position held; adaptation to the corporate culture of the bank, the formation of loyalty to the brand and image of the bank. The tasks of the curator include: acquaintance of a new employee with the bank, the history of its development, structure, corporate culture, accepted norms and rules of conduct in the organization; implementation of theoretical training of an employee in accordance with the plan for training specialists. The curator carries out practical training of the employee to work in specialized software.
Quoting legislation. Personnel of organizations carrying out operations with in cash or other property, must undergo mandatory training and education in order to counteract the legalization (laundering) of proceeds from crime and the financing of terrorism.
Training is carried out in the following forms: a) introductory briefing; b) additional briefing; c) targeted instruction. Introductory briefing in the organization is carried out by a special official when applying for a job at the bank.
From Order No. 203 of Rosfinmonitoring dated 03.08.2010 "On approval of the Regulations on the requirements for the training and education of personnel of organizations engaged in operations with money or other property in order to counteract the legalization (laundering) of proceeds from crime and the financing of terrorism" (ed. dated 01.11.2010).
The most used methods of staff training in banks are: trainings, seminars, lectures, distance learning, mentoring, video courses, practical internships. Practice shows that the number of lectures is gradually decreasing, while distance learning, on the contrary, is gaining momentum, this trend manifested itself especially strongly during the financial crisis of 2008-2009, when many banks switched to distance learning in order to optimize staff training costs.
Organization of corporate staff training in the bank
Corporate Training Plan
Personnel training in the bank must be carried out in accordance with the Corporate Training Plan, approved, as a rule, for a period of 1 year.
The corporate training plan is formed:
In the direction of functional training - on the basis of applications from the heads of departments, taking into account the specifics of the activities and production tasks of the departments, including the results of professional testing;
In the areas of development of business efficiency and managerial skills - based on the results of an analysis of the needs of personnel in development, including the results of evaluation procedures;
In all areas of corporate training - based on decisions made by the bank's management in order to develop business.
The corporate training plan for the next year is formed in accordance with the established planning periods (September - December) of the current year. The training plan is agreed in in due course and after approval is brought to the attention of the staff by means of internal communications. Changes may be made to the plan during the year to reflect business development priorities. The work plans of departments are constantly being adjusted, business tasks, market conditions, and the financial situation of a credit institution may change - all this requires a corresponding change in the training plan for employees. For example, recently many banks have set the task for their selling divisions to increase commission income, at the same time, many commissions are abolished by law, new products appear, without appropriate training of employees, all these innovations will remain unaccounted for, which may negatively affect the work of the entire credit organization.
The corporate plan consists of individual training events and corporate programs.
As a rule, employees engaged in servicing retail and corporate clients, as well as employees engaged in supporting banking operations, are most often trained in separate training events. This ratio can be considered normal, since the work of service specialists is more subject to changes, and employees, in turn, must quickly respond to them, therefore, new training events are being developed and conducted for these categories of bank personnel.
The most relevant training events for bank personnel include: "The tasks of credit institutions in terms of implementing the requirements of Russian legislation in the field of AML / CFT", "Actual problems of internal control for AML / CFT purposes and ways to solve them", "The procedure for foreign exchange control with side of the bank for the identification and prevention of foreign exchange transactions on behalf of clients", "Issues accounting and reporting", training seminars with a presentation of various banking products, etc.
Corporate programs are of the greatest importance for the development of the banking business. The main corporate programs include:
Corporate university as a form of personnel reserve training and development of the bank's managerial potential;
Program on effective sales techniques (client manager school);
Onboarding program for new employees;
Program "Corporate standards of customer service".
School time
Based on the principle of joint and several liability of the bank and the employee for the training process, the time of training events should be planned in such a way that training is carried out partly during the employee’s working time, partly during the employee’s personal time.
When holding corporate events on the basis of the bank, training events can be held according to the following schedule:
14.00 - 20.00:
16.00 - 20.00.
The participation of employees in external training events should be carried out according to the schedule of the training organization.
Seminars for employees of branches and additional offices on the basis of the central office can be held during the working day from 9.00 to 18.00.
Other formats of corporate training, including weekend training, may be used by decision of the heads of departments and in agreement with the bank's management.
Training budget
The training budget is formed by: HR department - to provide corporate training programs (general bank expenses); bank divisions - to ensure the functional training of employees (budgets of divisions). Training budgets are controlled by the Human Resources Department. Optimal size the cost of corporate training is 0.5% of the wage fund.
Learning and Development Portal
Banking system Russian Federation characterized by significant branching, a wide network of branches throughout the country (Sberbank, Alfa-Bank, VTB, etc.). With this in mind, as one of the most effective forms of staff training, it is necessary to consider a distance learning form, namely, the use of a learning and development portal.
The learning and development portal (hereinafter referred to as the learning portal) is a tool for organizing distance learning in a bank. The educational portal contains up-to-date information about educational events, a library of electronic courses and tests for distance learning, etc. The rules for using the educational portal should be set out in methodological recommendations and user instructions that precede sections of the portal. The information on the learning portal must be open and designated. TO open information all bank employees should have access at any time they choose. The assigned courses and tests must be personally available to the employee at the time specially allotted for training. The results of training and testing are available personally to each employee.
Branch managers and HR specialists should have access to employee training and testing reports.
The adaptation program is a program for new employees of the bank, designed for a period probationary period, which is carried out through the educational portal. The adaptation program is controlled by the bank's HR responsible for AML / CFT, the immediate supervisor of the new employee.
The new employee course usually consists of several modules ( general information about the bank, personnel policy, corporate standards business communication, labor protection requirements, AML/CFT introductory briefing). Appointment to the course is made automatically after the authorization of the order to hire an employee and the reflection of information about the employee in the personnel database.
For bank employees, a remote course should be mandatory.
Regional Training Centers
An alternative to learning via the Internet is the use of so-called RTCs - regional training centers.
The main functions of the RTC:
Interaction with the Human Resources Department in organizing corporate training events at the RTC for employees of the regional branches;
Provision of premises from the training or meeting rooms at the disposal of the branch, equipped with necessary equipment to conduct face-to-face (seminars, trainings, etc.) and remote (video seminars and conferences) training events;
Allocation of employees to organize and support training events;
Providing organizational support for training events - meeting and accommodating non-resident participants, purchasing consumable stationery, organizing coffee breaks during training sessions.
The following training events are held at the RTC:
Seminars and trainings within corporate programs ("Effective Management", "Effective Sales", "Effective Service");
Practical and consulting seminars in the areas of banking activities with the participation of specialists from the head office and the best specialists branches;
Video seminars for target groups of personnel of branches with the participation of representatives of the head office and involved external specialists;
Various training and production activities that require specific discussion and elaboration with the active participation of target groups of branch personnel;
Business games and professional testing (if these events are held in person).
Training activities based on the RTC are planned in the annual corporate training plan for the bank's personnel.
It is necessary to dwell on the "Effective Sales" program in more detail, since a commercial bank most receives income from interest on the loan portfolio, which means that the larger the loan portfolio and the better it is, the higher the bank's income, and this can be achieved, in particular, with the help of effective sales.
The program includes 3 stages.
1st stage: "Sales Technique" trainings for senior client managers (SCM) of bank branches (350 people, ~ 60 branches); allocation of key SCMs (as a rule, heads of customer service departments).
Stage 2: "Training of trainers" program for key SCMs (20 people); product preparation (trade finance, liabilities); skills training (method of conducting sales training).
Stage 3: "Sales Technique" trainings for junior client managers and product specialists by key SCMs (more than 300 people).
Efficiency evaluation: duel of client teams of branches (business simulation); results of business plans for the current year.
The conditional return from this program is 2.06 rubles. for 1 rub. costs.
Corporate University
For the successful development of the banking business, it is necessary to match the goals of the employee with the general goals of the credit institution. The main tool in solving this problem is the corporate university. The university is a key stage in the process of establishing a system of corporate personnel training.
Dictionary of personnel management. A corporate university is a well-thought-out system for training company personnel, within which all traditional forms of business education are used to achieve the goals of the company.
In addition to direct training of employees, one of the main tasks of the corporate university is the generalization of experience and knowledge accumulated by the bank, the creation of a unified organizational culture. For example, under the auspices of the corporate university, VTB implemented the following programs, summarizing the best practices of branches: "Commercial launch of a regional structural unit", "Program for the development of corporate culture in a branch", "Motivation of employees of the large client support department", "Key performance indicators of branches to determine the bonus fund" and many others.
The corporate university of the bank, first of all, is a program for the development of the bank's management potential.
Goals of the corporate university: strengthening of competitive advantages, formation of a single management team of the bank.
Its tasks are: to identify and develop the most capable middle managers; implement current projects of the bank, including by university students; apply and translate effective management technologies throughout the territory of the bank's presence.
Let us give examples of some corporate university programs.
"Energy of Leadership" - a program for the development of the bank's managerial reserve. Recruitment is made on a competitive basis once a year (May - August). Duration of training - 1 year (4 field sessions for 5 days, defense of diploma projects).
"Effective Management" - an open program for the heads of the structural divisions of the bank. The program is conducted at the head office and in regional training centers based on authorized branches within the framework of operational management tasks - business process management and people management. Groups are recruited throughout the year, participation is agreed with the heads of independent divisions/blocks/departments/branches.
The nomination of candidates for participation in the competitive recruitment to the corporate university is carried out by the heads of functional units / departments, heads of departments, independent structural units, managers of bank branches, taking into account general requirements presented in table.
General requirements for candidates for participation
in the competitive recruitment to the corporate university
As part of the evaluation of candidates for participation in the training program, the key selection criteria are:
The results of the employee's activities;
The level of professionalism in the profile area;
Leadership skills;
Ability to think at a strategic level;
Focus on results, striving for new achievements;
Ability to communicate effectively with people;
Customer focus;
Innovation and creative approach to problem solving;
Ability to work effectively under conditions of uncertainty;
Learnability, the ability to apply the acquired knowledge in practice;
High motivation to participate in the bank's corporate university training program.
In conclusion, it should be noted that staff training cannot be considered as an activity that is only auxiliary to the effective operation of the bank, since the determining condition for the economic health of a financial organization is its ability to quickly adapt to external and internal changes, and the corporate training system serves precisely these purposes.
Bibliographic list
1. Labor motivation of personnel of financial and credit organizations / Ed. Yu. G. Odegova. M.: Exam, 2002.
2. Social report of VTB Bank for 2009 [Electronic resource]. URL: vtb. en/upload/iblock/3de/VTB_SR_2009-e. pdf.
R. Dolzhenko
departments of economics,
sociology of labor
and personnel management
Altai State
university
Signed for print
Corporate training- this is the training of employees of the company (corporation), organized by this organization to improve the efficiency of its work. Corporate training is non-state, its goals and objectives, the content and methods of organizing the educational process, as well as the contingent of students and teachers are established by the company's management.
Main advantages of corporate training:
- the focus of the educational process on solving specific problems of professional activity that are relevant for a given company, which ensures its high “return”, payback;
- the ability to organize the educational process in such a way that the employment of employees with educational activities does not reduce the productivity of their work during the training period (arrange training at the workplace, use distance learning tools, allocate the most suitable time for classes, conduct them in close connection with the daily practice of professional activities, to additionally stimulate learning employees, etc.);
- the inclusion of corporate training in the personnel management system allows you to quickly carry out advanced training in accordance with the constantly changing external requirements and internal needs of the organization;
- the formation of employees not only new professional knowledge and skills, but also a special corporate culture, which is manifested in the interaction of personnel within the company, as well as in work with customers and partners.
Corporate training is practiced today even by recruitment agencies that provide personnel outsourcing services (hiring freelance qualified personnel). The range of their services often includes training programs for advanced training and retraining of temporary staff, because outsourcing hires not only seasonal workers, but also professionals whose specialty requires constant advanced training: accountants, IT specialists, designers, as well as other specialists (for example, , for various special projects).
Organization of corporate training
Since corporate training is carried out in accordance with the needs of the organization, it can be systematic, and one-time.At systematic learning classes are held for specialists with constantly changing working conditions (more often this is due to changes in the regulatory framework and with the advent of new versions software). So, accountants are constantly faced with new types and forms of reporting, accounting programs are periodically updated.
One-time training is aimed at solving a specific corporate problem, for example, the effective sale of a new product.
Corporate training can be conducted both full-time employees of the company (teachers, psychologists, business coaches), as well as invited specialists or training companies hired from outside.
A staff member who organizes corporate training is often a part-time employee, doing the training process as needed, and performing other functions the rest of the time (for example, being a personnel manager). The main benefit of this is cost savings. However, this option also has disadvantages:
- one person cannot be a good specialist in all areas scientific knowledge and practical activities related to the needs of the company;
- constant involvement in the activities of the organization prevents the full-time coach from looking at its problems "from the outside", from seeing new development prospects;
- the fact that the staff trainer is one of the colleagues at work can interfere with the establishment of pedagogically appropriate relationships with students.
Corporate training is always focused on the practice of solving professional problems. This feature is seen in his forms which have a strong practical focus. Thus, lectures in corporate training usually occupy an insignificant part of the training time. Much more commonly used
Chapter 3. The system of corporate training and personnel development
3.1. Corporate training as a factor in increasing the labor potential of employees of the organization
Labor potential is a concept that refers both to an individual employee and to the team of an organization, and one can also talk about the labor potential of society as a whole.
The labor potential of an employee is a set of physical and spiritual qualities of a person that determine the possibility and boundaries of his participation in labor activity, the ability to achieve certain results under given conditions, and also to improve in the labor process. The definition of labor potential is based on the concept taken from physics “potential”, i.e. source of opportunity or funds.
In most educational and scientific literature, it is used along with the concepts of personnel, labor and human resources, often mixed with them or even considered a more voluminous concept that absorbs the above terms.
We consider this approach to be methodologically incorrect, since by labor potential at any level (employee - team - society) we mean precisely the qualitative component that labor resources(human resources, personnel).
Under the labor potential of the employees of the organization should be understood as the sum of the set of qualitative properties that make up labor force all members of the organization, manifested in labor activity, by realizing existing abilities in order to increase labor efficiency.
One of the most important components labor potential is the qualification component, i.e. the level of education, the volume of special knowledge and labor skills, creative abilities, etc.
Accordingly, the development of the labor potential of the organization's employees is not least realized through various types of corporate training. It can be divided into two forms - in-house training and non-organizational additional education.
Training methods that affect the increase in labor potential.
The effectiveness of vocational training is largely influenced by the chosen teaching method. There is no single universal method of teaching - each of them has its own advantages and disadvantages. Their choice depends on a number of factors:
Goals and objectives of training;
The urgency of learning;
Financial capabilities of the enterprise;
Availability of instructors, materials, premises;
Composition of training participants (their qualifications, motivation, level of training);
Qualification and competence of teachers, etc.
Considering all of the above factors, personnel management officers or a specialized organization that an enterprise wishing to provide training can turn to for help should develop a training program that is optimal for a certain category of employees and meets the strategy of this company. Most often, such programs are a combination of several methods.
Modern teaching methods vary depending on the specific situation. A summary table of teaching methods is given in table 3.1.
Table 3.1.
Staff training methods
|
Specification of training needs |
Teaching method |
|
|
Specialized training programs (trainings for sales, negotiations, creativity) |
Behavioral Training Methods |
|
|
Team building programs |
Active group and intergroup activity with subsequent reflection of the group process. Business and role-playing games, analysis of organizational problems. |
|
|
Development of interpersonal and intracompany communication, formation of conflict resolution skills |
Sensitivity training, role playing, simulation business games, internships, corporate culture design. |
|
|
Lectures, seminars, practical classes, educational business games. |
||
|
Preparation for organizational innovations (innovations) |
Organizational-thinking games, project development, analysis of organizational situations. |
Forms and methods of in-house training
The effectiveness of in-house training largely depends on who carries it out. In this regard, the organization may choose one of the following options:
Selfeducation
Self-training of personnel is one of the most important sources of development of the organization. It is a system and process of acquiring the necessary knowledge, skills and abilities through self-study in the workplace and / or outside it.
Self-study is often underestimated. In fact, it is effective from the point of view that only an organized, diligent, demanding person, with a high level of personal potential and internal motivation, a person who is aware of the importance of his development, can learn independently. Therefore, this type of training can be extremely effective. However, this requires a number of conditions. Self-study is the simplest type of training - it does not require an instructor, a special room, or a specific time. However, in our opinion, self-learning will not be able to bring the organization the necessary results if it does not take any part in this process.
Sometimes self-study methods include distance learning. However, this teaching method is only partially independent, since the modern concept of distance learning implies the obligatory participation of a teacher (tutor) in the educational process, whose duties include group and individual counseling, recommendations on the organization and content of the educational process, monitoring the assimilation of material, etc. . Distance learning refers to learning based on the use of information technology and multimedia systems. In particular, such means are used as computer training systems, audio and video, e-mail, electronic and video conferences, computer networks, incl. Intranet etc.
As noted above, the effective use of e-learning technology requires a very high discipline, even self-discipline. In Europe, this problem is solved by the maximum interactivity of the modules: these programs are aesthetically beautiful, it is literally impossible to tear oneself away from them, there is intrigue in them, and the employee's interest is constantly warmed up. In general, e-learning has existed in the West for about 10 years, and during this time they have reached such a level of development that even team building programs in many companies are implemented through e-learning technology. Therefore, in the field of corporate training in domestic companies, distance learning has great prospects.
On the job training
Workplace learning methods are characterized by direct interaction with normal work in a daily work situation. The defining characteristic here is that the training is organized and conducted specifically for a particular organization and only for its employees, taking into account their specifics and characteristics. In addition, it is distinguished by its practical orientation and, as a rule, provides significant opportunities for repetition and consolidation of the newly learned. Therefore, on-the-job training methods are preferred for developing the skills required to perform current production tasks. At the same time, such training is often too special for developing the potential of an employee, forming fundamentally new behavioral and professional competencies, and developing a corporate culture, since it does not make it possible to abstract from a specific typical situation and go beyond traditional behavior. The advantages and disadvantages of training methods used in the workplace are presented in table 3.2.
Table 3.2
Advantages and disadvantages of on-the-job training methods.
|
Advantages |
Flaws |
|
Participants meet only with employees of their organization |
|
|
Participants can be withdrawn with a simple notice, due to the production need to solve problems that have arisen at work |
Participants may be interrupted more often with a simple notice than if they paid for external courses using a non-refundable form of payment |
|
Can be used real technological equipment available in the organization, as well as procedures and (or) methods of performing work |
Participants may be reluctant to discuss some issues openly and honestly among their peers or in the presence of a supervisor. |
|
Can be cost-effective if there are enough employees with the same training needs, the necessary facilities, teachers who can provide training at the enterprise |
|
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It is easier to move from learning by case studies to actually doing the work if educational material directly related to work |
Consider the main methods of training used in the workplace.
The briefing is an explanation and demonstration of working methods directly at the workplace and can be carried out both by an employee who has been performing these functions for a long time (a colleague of the trainee) and by a specially trained instructor. As a rule, this training method is used when hiring a new employee or introducing an employee to a new position. At the same time, he is told and (or) shown what he will do at his workplace. Often such training is not even formal, but is a conversation, a story about the features of the practical work of an employee, department and organization as a whole.
Instruction, as a rule, is limited in time, focused on the implementation of specific operations and procedures that are part of the professional duties of the trainee, and is an inexpensive and effective means of developing simple technical skills of manual labor. Therefore, it is very widely used at all levels of modern organizations.
Mentorship as a teaching method has been known since ancient times: working alongside a master craftsman, young workers (apprentices) learned the profession. Later, this method became widespread in areas where practical experience plays an exceptional role in the training of specialists - medicine, winemaking, management.
This method is widely used in Russia. However, there are a number of important issues related to its implementation in practice.
Firstly, this is the topic of rewarding mentors: to pay or not to pay? Abroad, this form of education is implemented without additional financial incentives for mentors. At the same time, there are forms of non-material motivation: the title of the best mentor, honor and respect from colleagues, authority in the company, etc. However, in Russia, mentoring is paid extra in 90% of cases.
Secondly, which mentor is more effective - a leader or a colleague? In general, it is clear that mentoring is a principal function of a manager, but in most Western companies it is believed that a colleague is a more effective mentor than a manager.
Third, how to identify success factors for mentoring. In the UK, this issue is resolved with the help of mandatory control. Mentoring is a process that needs to be controlled like any other, even if the employee is a mentor, which is called “from God”. In British companies, the functions of monitoring the mentoring process are assigned to an employee of the HR department, who is responsible for the effectiveness of the system throughout the team.
Fourth, mentoring is often equated with coaching. This is methodologically incorrect. Since coaching is a prerequisite for mentoring in staff training and development programs, since it is aimed at changing some behavioral manifestations and at mastering specific skills. The coaching tool is asking questions. Mentoring is the transfer of experience and information.
This method has many motivational advantages: it reduces the likelihood of intra-service conflicts, reduces tension between people, creates an atmosphere of trust, contributes to the formation of a favorable socio-psychological climate in the team and prevents staff turnover. The use of mentoring is limited by the fact that this method requires special training and character from the mentor (patience), which is almost impossible to become by order from above. In addition, mentoring takes a lot of time from the mentor, distracting from the main work.
Rotation is a type of self-study in which an employee temporarily (usually for a period of several days to several months) moves to another position in order to acquire new skills. This method allows you to ensure full interchangeability of employees of the unit and avoid crisis situations in the event of illness, layoffs, a sudden increase in the volume of work, etc.
The advantages of rotation as a teaching method include the following:
Necessary for enterprises requiring polyvalent qualifications from employees, i.e. possession of several professions;
In addition to a purely educational effect, it has a positive effect on motivation;
Helps the employee to "find himself" in the organization;
Helps to overcome the stress caused by monotonous production functions;
Accelerates the promotion of highly qualified specialists;
Expands horizons and social contacts in the workplace;
Initiates new ideas, approaches to problem solving.
At the same time, rotation has one serious drawback - the high costs associated with the loss of productivity when moving an employee from one position to another. Therefore, this method of teaching in Russian practice has not received wide distribution.
Thus, the methods of this training group contribute to the development of the labor potential of both high and low-skilled workers in a wide variety of fields of activity at enterprises of various organizational and legal forms.
Another common form of in-house training in large companies is corporate training centers
Currently, the largest companies have their own corporate training centers, such as the Central Bank, Sberbank, Gazprom, the Moscow Metro, Russian Railways, Rank Xerox, Ericsson, Coca-Cola, etc. Training in corporate training centers is usually oriented only on employees of the organization, sometimes - on its partners (dealers or customers), and only in rare cases, people from outside get there on the terms of "open recruitment".
The task of the organization's training center is targeted training of employees, adjusting their qualifications to the requirements of the company. In some cases, training centers provide an opportunity to undergo more extensive training. But, as a rule, they focus their activities on technical training training in basic customer service skills. etc. Internal training centers are focused on the most typical, recurring training courses on topics such as customer service skills, sales techniques, basic managerial skills. Management development programs, especially for senior managers, usually go beyond the work of internal centers.
One of the varieties of corporate training center is "corporate university". In addition to the direct training of company employees, corporate universities solve two more important tasks. First, they train the staff that most closely matches the needs of the organization. And secondly, they allow to generalize the experience and knowledge accumulated by the company, to form a single culture of the enterprise. So a corporate university is, in fact, a marketing concept that should fill the old form of advanced training with new content.
Another form of in-house training is business trainings conducted by various training companies, selected according to certain criteria. Business trainings are highly effective in terms of training management personnel and specialists in terms of solving specific problems within the organization. Therefore, it is advisable to train employees precisely through the organization of corporate trainings.
Training companies are developing fundamentally new methods of training and retraining of personnel based on innovative marketing strategies for functioning in the market, which allow them to solve economic, organizational and financial tasks any organization. Such centers offer training programs in such areas as management, marketing, advertising, effective sales, business communications, conflict management, staff motivation, team building and others.
The duration of trainings in the company depends on the number of problems posed, the number of participants and a number of other factors. As a rule, one training takes place within 16 hours, i.e. two days.
As mentioned above, another form of corporate training is non-organizational, implemented at the expense of the company, in various training organizations on a contractual basis.
This various systems of additional education, relating to non-organizational forms of learning.
One of the levels of the Russian system of additional education is long-term (over 1000 hours) training programs, which include various master's programs, second higher education programs, professional retraining of employees and MBA programs.
To enter this form of study, you must have a higher education, work experience and pass an interview and testing in economics and English.
However, the training of personnel under the MBA program is associated with significant financial costs for the company: in Russia, the price of such training reaches $12,000. In this regard, the majority of students in such programs are either top managers of companies or business owners. This status of students affects their attitude to the educational process, including the personality of teachers, at the same time, having no real knowledge and time for classes, they also have increased ambition, lack of tolerance and other qualities that impede the effectiveness of training.
Strong and weaknesses non-organizational learning methods are presented in table 3.3
Table 3.3
Advantages and disadvantages of learning methods outside the workplace
|
Advantages |
Flaws |
|
Participants can exchange information, share problems and experience in solving them with employees of other organizations |
May not meet the needs of a particular organization |
|
May use expensive training equipment that may not be available within the organization |
Availability and frequency can be set by an external organization |
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Participants cannot be withdrawn by a simple notice that they need to solve problems that have arisen at work |
If participants are withdrawn from courses, fees may not be refunded and learning effectiveness will be reduced. |
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May be more cost effective if the organization has a small number of employees with the same training needs |
Problems may arise in the transition from training (using the example of training situations) to the direct performance of real work. |
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Qualified training staff may only be available outside the organization |
|
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In a relatively safe, neutral setting, participants may be more willing to discuss a range of issues. |
Consider the forms of non-organizational training of personnel.
Lectures
Lecture is a traditional, one of the most ancient and currently very common method of teaching. The lecture is a monologue (speech, story) of the teacher with a limited amount of discussion.
Lecture Benefits:
It is an unsurpassed means of presenting a large amount of theoretical material in a short time;
It is extremely efficient from an economic point of view, since one teacher can work with dozens of students at the same time.
Disadvantages of lectures:
Does not contribute to the development of practical skills and abilities, the formation of a new type of behavior, relationships;
It is often boring, quickly forgotten, and therefore requires increased external and internal motivation.
To improve the effectiveness of lectures, experts use the following tools:
Clear and understandable structuring of the lesson for the listeners and rational dosing of the material in each of the sections;
Figurative speech with examples and comparisons;
Use of visual aids, diagrams, tables, models, graphs;
Referring to technical teaching aids such as slides, video and audio recordings.
Business, role-playing, simulation games
Games are a learning method that is closest to the real professional activity of the student - during the game, participants play the behavior of employees of a simulated company. Games allow you to solve the following tasks:
Increase participants' interest in learning;
Acquire decision-making skills, conflict resolution, etc. in conditions as close as possible to real practical activity;
Activate the creative potential of a person, make training intense and more effective.
Business games are a very effective method of vocational training in terms of developing practical, managerial (planning, holding meetings, negotiations, making managerial decisions, etc.) and behavioral skills (customer satisfaction, quality orientation, cooperation). However, the games are not without drawbacks:
Less effective for mastering theoretical knowledge and mastering new professions;
Expensive;
Require the participation of specially trained instructors.
Business games are very diverse, they can be systematized according to a large number signs.
In conclusion of this article, it is advisable to consider several foreign corporate forms of personnel training that have not currently found their application in Russia, despite their obvious effectiveness.
secondment . This term even has an official definition: Secondment is the “secondment” of personnel for a certain time to another structure to master the necessary skills. At the same time, secondment has nothing to do with internships or business trips. Its essence boils down to the fact that the employee is temporarily sent to another department of the same company or even to another company. Secondment can be either short-term (about 100 hours of working time) or longer (up to a year).
Benefits of using secondment for all stakeholders:
Employee:
Gets the opportunity for personal development
Gains a variety of experience in projects;
"Giving side":
Gets employees with improved skills;
Improves staff motivation;
· develops a network of contacts;
"The host:
· receives free resources for his projects and an employee who can be entrusted with almost any job.
Secondment is one of the most inexpensive training methods, although the payment is made by the "giving" side, but if the company sends an employee for training, then it pays him a working day plus the training itself, and with secondment, the employee receives only his salary.
In Russia, this method is not used at all, its popularization is still limited to rare discussions in narrow circles.
In Europe and the USA there is a kind of mentoring – budding (from English buddy - friend, buddy). Buddying is, first of all, support, help, to some extent guidance and protection of one person by another in order to achieve its results and goals. This method is based on giving each other objective and honest feedback and support in achieving goals and objectives (both personal and corporate) and in learning new skills.
Mentoring differs from buddying in that the essence of buddying is to support the employee by his colleague or manager, but at the same time they both communicate in the learning process absolutely on an equal footing. This principle does not imply any hierarchy, and the feedback acts in both directions. Optimal time for buddying, one year. Buddying is used as a tool for:
Personal growth of employees;
Teambuilding - the task of both buddies is that each partner achieves his goal, and for this both make every effort.
Transfer of information about the implementation of changes
Employee adaptations.
shadowing. One of the most easily implemented and cost-effective methods of training and development of personnel. This method assumes that a "shadow" is attached to the employee (shadow - shadow (English)). This may be a university graduate who dreams of working in this company, or a person who has worked in the company for some time and wants to change the department or take an interesting position. The employer makes him a “shadow” for a day or two to see if the motivation of this person remains or not. Shadowing is considered a method of staff training and development, because when a “shadow” is attached to an employee that watches him all day, then everything will be fine with time management, the ability to prioritize and make decisions, because in the process of conscious observation, a person naturally changes his style of behavior. In Western companies, people themselves often take the initiative to put a “shadow” on them, because this motivates and organizes them, allows them to feel their authority and demonstrate professionalism.
Thus, it can be concluded that there is no universal methods and forms of education, as they all have their advantages and disadvantages.
Therefore, most modern programs corporate training aimed at increasing the labor potential of employees is a combination of various methods of presenting material - lectures, distance learning systems, business games, etc. Employees of training and development departments in companies should have a good understanding of the strengths and weaknesses of each of the training methods, as well as the degree of individual impact on individual employees, and with this in mind, develop targeted corporate training programs aimed at improving the quality of the labor potential of employees, job satisfaction and and consequently increase labor efficiency.
Shekshnya S.V. Personnel Management modern organization: Proc. settlement - M.: Business School "Intel-sintez", 2008., S. 215.
As you know, in Russia there are three levels of additional education: 1) short-term advanced training programs (up to 500 hours), 2) retraining programs (over 500 hours), 3) long-term programs (over 1000 hours).
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