Effective Training in HR Management
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ScribdTranslationsEffective Training in HR Management
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ScribdTranslationsNotes of the Human Resources Management course The training
Chapter 7: Training
I. Definition
Organization training is a set of actions, means, techniques, and supports.
planned through which employees are encouraged to improve their knowledge,
behaviors, and their skills, necessary both to achieve the organization's objectives
and personal or social objectives, to adapt to their environment and to achieve
appropriately their current and future tasks.
Training is a human resources management activity that must be carried out according to a plan.
pre-established and with the participation of employees.
II. Training Objectives
Vocational training has become a strategic tool due to competitive demands.
that drive technological adaptation and the development of skills.
Training is for an increasing number of business leaders an action likely to
generate improvements in individual and collective performance.
To cope with organizational changes, employees must enrich their skills and
transform their practices. Some even need to change jobs. Companies can
supported by an appropriate training policy.
Thus, training helps to navigate technological and organizational changes. It provides
the required skills, while reassuring about the ability to face novelty.
Training prevents the aging of knowledge, it allows for regular updates.
to adapt to new situations. Training is also called upon for upgrading the
underqualified personnel.
Training also has a promotional action: it allows the employee to acquire a qualification.
raised, allowing him to access hierarchically higher positions.
.
Finally, it is a way to learn to work together (for members of the same department), to
facilitate functional relationships (for people from different services), to open the
horizons, to enrich perceptions, to bring new ideas (for people
of companies and distinct professional environments.
III. The training plan
It includes the following steps:
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Notes from the Human Resources Management course The training
1. Identification and analysis of needs
This first step allows you to understand the skills or behaviors of
personnel that needs to be developed or modified. The identification of training needs
usually takes place at the beginning of the year in order to develop the training plan that
will take place in the company for the rest of the year.
A training need is defined as the difference between 'what is' and 'what should be.'
to be." Such a need arises when one can observe a gap between a current situation
and a desired situation, and that this gap is due to an absence or a lack of
essential or required skills.
2. Design and formulation of a training program
At this stage, it is necessary to:
Set the training budget;
Identify the type of training to prioritize (internal or external) according to the
skills to develop;
Determine the content of the training and choose the educational tools (courses,
seminars, role-playing games...
Determine the trainer;
Identify the participants;
Set the time or duration for the completion of the training action.
3. Execution of the training
4. Evaluation of the training
A training action involves significant investments in energy, time, in
money and resources for the company. It is therefore essential for the organization to proceed
to an evaluation of the training and to measure the returns obtained on these
investments.
More specifically, the evaluation of the training allows to verify if the objectives set out
departures were reached. By comparing the learning objectives to the results obtained (the
starting situation to the new situation), it is possible to assess to what extent the activity of
the training was beneficial for the employees and if it resulted in benefits
concrete for the company.
This assessment takes place at the end of the training through questionnaires or within the framework
evaluation survey among supervisors and beneficiaries.
(See table 1, next page.)
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Notes from the Human Resources Management course The training
Table 1: Training Evaluation Grid Model
IV. E-learning
Distance learning or e-learning is increasingly developing in companies. Its strength
major: offer a very great flexibility to the learning approach.
For the company, e-learning represents a time gain: employees learn directly
from their own workstation and at a time that suits them best. They can train
beyond working hours.
However, e-learning remains little used for the acquisition of behavioral knowledge (e.g.:
sales or management methods). It is more focused on the transmission of knowledge
simple or technical, requiring only a minimum of exchanges.
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Notes from the Human Resource Management course The training
V. Internal or external training
Companies often turn to private providers. The selection criteria being the quality.
the proposed themes, the program, the animation, the educational materials and tools deployed. Are
also taken into account the expertise and experience of the proposed trainers, the cost as well as the
recognized references of the service provider.
For certain large organizations, they create internal training centers for reasons of
efficiency research (example: the training center of Royal Air Maroc).
The majority of the staff benefit from training actions (workers and managers), each according to
the identified needs and the analyzed gaps.
Companies that seek to assert themselves more and to professionalize no longer spare any effort on
the means. They unlock huge resources for the training of their employees.
Conclusion
Staff training is an investment. It allows companies to increase
skills and the productivity of their workforce while increasing the quality of their products
and services. It is a value-added activity that promotes adaptation and flexibility of
individuals facing the challenges to be met.
The assessment of training needs and the dissemination of training must be carried out at a
opportune moment in order not to hinder the progress of the projects. It is necessary to avoid periods of
work overload.
The 'training for training' should be banned. It can cause a huge budget loss. A
A good training action must be oriented towards the priorities of the company. This requires a
strategic analysis upstream and a diagnosis of the skills that fit within this priority.
A training for the company is only useful if:
it is related to professional practices (connection to the concrete);
it is suited to the current level of the individuals concerned (neither too easy nor too complex,
with appropriate language ;
those trained clearly perceive its usefulness for themselves (one only learns when one
is motivated by the learning situation ;
the acquired skills can be applied at work (positive reception of
the framework, flexibility of the organization to the changes introduced by the evolution of
know-how.
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Common questions
Powered by AIE-learning offers significant flexibility since employees can learn directly from their workstations at convenient times, even beyond standard working hours, facilitating time efficiency. However, its limitations include minimal effectiveness in teaching behavioral skills, which require interaction and exchanges. E-learning is more suited to conveying straightforward technical knowledge, thus less applicable for complex training needs involving practical skills .
Unstrategic implementation of training programs can result in budget wastage, employee disengagement, and failure to meet organizational goals. Risks include irrelevant training content, misalignment with company priorities, or suboptimal timing leading to work disruptions. To mitigate these risks, training should be strategically analyzed for relevance, aligned with company goals, planned for opportune times, and customized according to employee capabilities and expectations, promoting engagement and practical application .
Organizations should prioritize external training solutions when specific expertise, high-quality themes, and advanced educational materials are required that may not be available internally. This is often the case for specialized topics where private providers offer well-recognized experience and quality assurance. However, for efficiency and cost-effectiveness, large organizations may develop internal training centers to customize training aligned with their precise needs and corporate strategy .
The identification and analysis of training needs form the foundation of the training plan, as they determine the skills or behaviors that must be developed or altered. This process highlights gaps between current and desired performance levels, thus guiding the development of targeted and relevant training programs. Accurate needs analysis ensures that resources are allocated efficiently and training initiatives effectively contribute to both organizational and personal development goals .
When designing a training program, factors to consider include budget setting, training type (internal or external), content selection, educational tools, trainer identification, participant selection, and timing. These elements ensure the program is well-structured, appropriately resourced, and aligned with identified needs. Proper design also involves choosing methods that suit the learning objectives, like courses or seminars, and planning the duration for optimal engagement .
Aligning training programs with company priorities ensures resources are directed towards strategic objectives and skill gaps, enhancing organizational performance. Training centered around company priorities fosters relevance and motivation among employees, increasing learning effectiveness. Programs should match employee capabilities to ensure the content is neither too basic nor too advanced, maintaining engagement and facilitating the integration of new skills into work practices .
Organizations typically select external training providers based on criteria such as the quality of the proposed themes and programs, the effectiveness of the educational materials and tools used, the expertise and experience of the trainers, the cost of services, and the provider's established reputation. These criteria ensure that the chosen provider can deliver training that meets the organization's needs and quality standards .
The main objectives of vocational training in organizations include adapting to competitive demands, enhancing individual and collective performance, enriching skills, transforming practices, and preventing knowledge obsolescence. Training helps employees adapt to technological and organizational changes, supports skill acquisition for new roles, facilitates teamwork, and improves functional relationships. It also serves to allow employees to attain higher qualifications for career advancement .
The evaluation of training programs verifies if the objectives set at the beginning were achieved by comparing learning objectives to the outcomes. This assessment determines the training's benefits for employees and the company, providing insight into whether the investments in training yielded tangible improvements. Evaluations occur through post-training surveys and feedback from supervisors and participants, ensuring accountability and continuous improvement in training processes .
Training plays a strategic role in helping organizations navigate technological and organizational changes by equipping employees with the necessary skills and knowledge to adapt. It facilitates the transition through change by enriching employee capabilities, updating knowledge to prevent obsolescence, and promoting flexibility. Proper training enhances the readiness of the workforce to adopt new technologies or practices in alignment with organizational goals .