The organizational reality implies the search for alternatives that allow strengthening the competences of the collaborators in such a way that their performance (understood as the combination of management and results) contributes significantly to making a difference in the offer of customer service.
Having a talent that exceeds expectations implies acknowledging that it is not enough to have a good selection process, but that it is necessary to offer one that allows employees to consolidate their personal and professional capacities.
If one of the responsibilities of your position is to answer for the personal and professional growth processes of the collaborators through the design, execution and monitoring of the training programs, this reflection will surely offer you some clues to articulate a business training program. I hope it is useful.
Thus, those responsible for ensuring the training and education processes must design and implement a work methodology that allows all managers and those responsible for the work teams to be included, thus increasing their levels of contribution and responsibility in the design, execution, monitoring and evaluation of all the training and formation processes of the company, in such a way that they integrate into a work and information system all aspects related to training management.
Those who guide the training, education and development plans must have a higher level of conceptual understanding of the scope of the training, understood as a program that integrates the technical, administrative and personal growth aspects, in such a way that they gradually assume the responsibility on the way the resources assigned to the processes of development of the labor and personal competences required to increase productivity in the organization are executed.
This reflection is an invitation for those responsible for training in the organization to offer added value in their management, creating synergy with all those who decide today on the events that are taking place, proposing actions that allow the design of new strategies that provide elements to measure impact. productivity training and know the levels of transfer of learning to the job.
As I have mentioned in previous articles, the focus of a training proposal is oriented to the following objectives:
- A. Prepare the diagnosis of the current state of the training process in order to adjust the intervention proposal to the reality of the organization. B. Develop a training plan and practical training in training management for those responsible for the training, training and development processes. C. Design, jointly, a medium-term work plan that allows operationalizing the concepts worked with the participants in the process and establish monitoring and evaluation mechanisms for the formulated plan.
The first phase of any process is the Diagnosis and this first stage of the process involves several moments of information and documentation in order to know the current state of the training processes in the company, and therefore an interview is required, among other things. with the managers of the areas and of human management and also with those responsible for training, in order to find out about the training actions currently being carried out, number of people participating, training measurement system, etc. On the other hand, it is important to document some indicators that allow recognizing the current state of the training process such as:
- Number of training hours dictated per year Number of hours per department and per city Number of hours per assistant Number of hours of training per provider (National and International) Number of participants per event. Distribution of budget execution by department., Other indicators and information will be requested once the proposal is approved.
At the end of this diagnostic stage, a diagnostic report must be formalized jointly, allowing the current status of training in the company to be known in terms of participants, times, topics, suppliers and costs. This document will be one of the inputs to develop the simulations and practical exercises of the second phase.
For the formation and training phase of the internal training team of the company it is important that the assistants know the theoretical and conceptual aspects that make up the training management using a methodology that includes the three components of:
- CONCEPTUALIZATION: Refers to the theoretical factors that allow us to know the scope that training management must have to support the corporate strategy. Attendees will receive practical training in the design of some Training tools that can be implemented in the action plan.
- The METHODOLOGY used will make permanent reference to the real situations that the company lives in its day to day in order to collect practical elements that allow documenting proposals for the design of the action plan.
- EXPERIENTIAL LEARNING. As the training process progresses and in parallel, practical exercises and simulations will be carried out to critically analyze the need, convenience, and opportunity to apply or not the tools that are becoming known. Attendees will be trained in some practical exercises to deepen the understanding of a management of tax training and aligned with business strategy.
As a suggestion, I propose the following contents that will allow those responsible for training within the company to carry out an impactful and significant task. I propose that it be by modules and the number of hours will be defined by the process leader:
MODULE
OBJECTIVE. Recognize the basic components of a training process in the organization and its importance in human and organizational development.
TOPICS
- Training processes and strategic alignment. Components of learning in the organization. Learning taxonomy. Elements of adult learning. Characteristics of adults. Types of training in the company. Induction and organizational commitment. Organizational development and human development.
MODULE
OBJECTIVE: To identify a model for diagnosing training needs that will allow the components of a business training program to be known.
TOPICS.
- Importance of an adequate training diagnosis. Management and operational training. Detection of obvious and hidden needs. Training needs sheets. Main methods and techniques for training diagnosis. DICE methodology for training effectiveness. Some indicators for training processes. Training.
MODULE
OBJECTIVE: To identify the basic competencies proposed by McClelland and how to include them in a training plan.
TOPICS
- Training and development of competencies. Model for the identification of observable behaviors in the McClelland competencies model. Management and labor competences. Training by competences. Instructor and facilitator skills in business learning processes. Use and abuse of the competency model.
MODULE
OBJECTIVE: To know some management models that allow evaluating the training results and understand the importance of the transfer of learning to the job.
TOPICS
- Importance of evaluating training plans Levels of Evaluation of Training events Follow-up and monitoring of training results Model Assessment Center 360º evaluation of social perception Test Transfer of learning to the job Design of a competency-based evaluation tool.
MODULE
OBJECTIVE: To elaborate with the participants a training plan that includes the learning obtained in the work unit.
TOPICS
- Components of a business training program. Training management. Design of training strategies. Technical, administrative and personal growth training. Creation of the training committee. Tools to measure the impact of training. Training budget administration.
Obviously, the TRAINER OF TRAINERS plan may include more or less topics depending on the knowledge and previous experience of the participants in the same and other factors such as time and methodology.
I hope that these brief reflections allow those responsible for the training processes in organizations to identify some aspects that are relevant when establishing their training plans and programs.
* José Manuel Vecino P. * Master in Environmental Management, Specialist in Human Management, Manager of Human Management, Business Consultant and University Teacher.
