The standardization of knowledge, materialized in the linking of training actions (study programs) to the competencies required by a worker for the performance of a worker in a given position or position, allows the company to be more organized in its training processes and development and greater alignment to the development strategies and objectives of the first level of the Company. It allows you to ensure that workers who hold equal positions have a standard training plan defined, and as a final objective to obtain training plans with proposals for courses, workshops, conferences and other actions, appropriate to the real needs of the workers and not with proposals empirical of immediate bosses.
Introduction
Regardless of the business sector in which we interact, training is based on the determination of learning needsDepending on the competencies required by the job or position in which the worker works, this is an irrefutable principle to form the training plan of an organization. However, this part of the process happens perfectly does not guarantee that the actions (courses, workshops, conferences, etc.) that make up the Training Plans contain the knowledge and skills that workers really require. In small organizations, with a flattened structure and with a modest number of positions and workers, it is quite easy to control that the courses contain the elements required by the first level of the company, however, when we observe companies with complex structures, different positions and a large number of workers it is very difficult to achieve a standardization in knowledge.
Development
In companies with large ramifications in their structures, such as branches, chain stores, restaurants or commercial offices, etc. Where there are a large number of workers who hold the same positions, the bosses propose different training actions with different contents to supposedly achieve the same competencies, creating one of the most common difficulties in the training process, if there are two workers who hold the same position in different branches of the organization and perform the same functions, should they not receive the same training actions ?.
Example 1: “A commercial and sales worker is sent by her boss to a course related to communication and marketing, with the aim of increasing her performance, however in the course she received definitions and concepts that the Communication and Marketing area of the company has decided not to use the internal organization ", this worker upon returning to the company tends to generate noise in the process and at work.
Example 2: “The area of operations of a Cable TV Service Company raises the need for its technicians, service installers, to present themselves to customers with an introduction to the catalog of services offered by the Company, is it not Is this knowledge that must be imparted with the same content to all workers who hold this position in the organization?
In order for this not to happen, the governing areas of the organizations must evaluate and propose the content of the training actions related to their activity (Study Programs), propose the best practices for carrying them out and evaluate the best providers to deliver them. For their part, the training and development areas will then have to create the procedures and tools necessary to achieve the standardization of knowledge. What will we consider for standardization of knowledge? We will be standardizing knowledge when we can relate the skills, knowledge and abilities necessary for the performance of a worker in a position or job, training actions. This allows the process ofIn determining learning needs, no empirical training proposals are made that have not been evaluated by the governing areas. This activity materializes the organization's course catalog, which will contain the courses (study programs) linked to the competencies.
This course catalog should not be a static tool, it should be constantly updated according to the organization's strategies, which marks the development of the skills required by its workers to face the production of new products or services taking into account the new functions. that they must incorporate into what to do.
Obviously the governing areas participate in the definition of the job's competencies, already associated with the specific functions of the position or specific functions of the structure, a worker can perform functions that methodologically have different governing areas, for which reason several programs of training actions, prepared by different areas.
Bibliography
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4. Leonard Meterns. (2000) Management by Labor Competence in the Company and Vocational Training. Ed. Iberoamerican Summit, ISBN: 84-7666-088-X.
5. It costs. Armando (2005) Human Resources Management Technology. Ed. Academy. Cuba.
6. It costs. Armando (2002) Knowledge Management, Analysis and projection of human resources. Ed. Academia Cuba.
