This research has been designed with the aim of analyzing the factors that affect the training of employees in the sales area of the La Suerte Store, in San Francisco de Macorís, in the period January-October 2014.
It covers personal factors such as the availability of collaborators' schedules for training activities, the areas related to their functions in which they have training, their age and level of education. Socioeconomic factors such as the costs of the different training alternatives and the income levels of the collaborators, institutional factors making a detailed analysis of the way in which the company develops the training processes for the collaborators.
This article also covers the training alternatives that are available in the geographical area in which the company is located, the discussion and analysis of the results of the surveys applied to managers and collaborators in general, and the recommendations made by the researchers.
Keywords
Training: A process to teach new and current employees the basic skills they need to do their jobs. (P. 294 Dessler 2001)
Diagnosis of training needs: It is the core part of the training process. It allows to know the existing learning needs in a company. (P. 113, Pinto 2000)
Induction: These are courses or teachings that are usually given when entering a job, in order to inform you of everything you should know about the company. (P. 113, Ponce 2013).
Infotep: Governing body of the national professional technical training system of the Dominican Republic. (http://www.infotep.gov.do/ consulted on 10-12-14).
Omlad: Observatory of the Dominican Labor Market (OMLAD), investigative instance of the Ministry of Labor. (http://www.omlad.gob.do/Inicio.aspx consulted 12/13/14)
Abstract
The present research was designed with the goal of analyzing the facts that affect in the capacitation of the collaborators of the Sales Department in Tienda La Suerte in San Francisco de Macorís, in the period of January-October 2014.
It covers facts like the way that the collaborators capacitation needs are diagnosed, economic facts that affect the implementation of a personal capacitation program, the availability in the schedules of the collaborators for capacitation activities, the relative areas for which collaborators are capacitated, as well as a detailed analysis of the way the company develops the capacitation processes of the collaborators.
The present research also covers the alternatives of capacitation that are available in the demarcation where the company is located, the results of the applied polls, and tips given by the researchers.
Keywords
Capacitation: Process of training the new and current employees the basic abilities the need to carry out their task. (Pg. 294 Dessler 2001)
Capacitation necessities diagnosis: Is the medullary part of the capacitation process. It allows acknowledging the existing learning needs of a company. (Pg. 113 Pinto 2000).
Induction: These are courses or teachings that are usually given to new employees when employed, aiming to inform of everything it needs to know of the company. (P. 113 Ponce).
Infotep: Ruling Organism of the national technic-professional formation of the Dominican Republic. (http://www.infotep.gov.do/ retrieved 10-12-14).
Omlad: Dominican Labor Market Observatory (OMLAD), instance of research of the labor ministry.
(http://www.omlad.gob.do/Inicio.aspx retrieved 12/13/14)
Introduction
Training in companies is a subject that draws attention to numerous investigations from various sectors..
According to analyzes carried out by the Dominican Labor Market Observatory (OMLAD) of the Ministry of Labor in 2010, it was concluded that of the employed population, only 19 percent have university training, while forty percent correspond to the population that has primary education and thirty-three percent to secondary education.
The companies of our time need increasingly trained personnel to compete in current markets; This need generates permanent challenges and challenges.
Personal, socioeconomic and institutional factors, often constitute barriers to adequate training of human resources.
Lack of staff training could lead to general lack of performance, poor customer service performance, high levels of complaints, poor image of the business, loss or displeasure of customers, and decreased sales.
If companies implement programs to develop worker skills, they would provide great benefits for employees and for the organization since training will make the worker more competent and skillful.
This research has been designed with the purpose of answering the following questions:
- What are the factors that influence the training of employees in the sales area of the La Suerte Store in San Francisco de Macorís in the period January-October 2014? How do personal factors affect the training of employees in the area of the La Suerte Store in San Francisco de Macorís? How do socioeconomic factors influence the training of employees in the sales area of the La Suerte Store in San Francisco de Macorís? How do institutional factors influence the training of the collaborators of the sales area of the La Suerte Store in San Francisco de Macorís?
The main objective of this research is to analyze the factors that affect the training of employees in the sales area of the La Suerte Store in San Francisco de Macorís in the period January-October 2014.
This research is part of the Human Resources Management field and belongs to the Human Resources Development and Training subsystem.
The design of the present investigation is non-experimental. The type of research is documentary, field and descriptive transectional.
The techniques used in this investigation were the survey and the interview; and the instrument used was the questionnaire.
The population of this research is made up of 34 collaborators.
Among the main findings of this research, it was determined that there is no precision or clarity in relation to carrying out training activities.
More than 70% of the surveyed collaborators affirm that in economic terms the training that is within their reach is within the company; It was also determined that the collaborators have available hours for training activities, whether at night or on Sunday.
It was revealed that the institutional factors are the ones with the highest incidence in relation to training in this institution, since there is no clarity regarding the way of determining training needs, neither responsible persons, nor budget, nor schedule of activities., nor adequate means to evaluate the results.
Development
General aspects of San Francisco de Macorís.
San Francisco de Macorís, is the capital of the Duarte province, RD.. It is located in the northeast region of Cibao. It is currently the commercial center of the Northeast area of the Republic.
According to the national statistical office and the results of the 2002 National Census, San Francisco de Macorís is the most economically advanced and stable city in the country.
The city has several commercial areas, among which we can mention: exits to Santo Domingo and exit to Nagua; with numbers of furniture and household appliances stores, vehicle agencies, restaurants and commercial banks.
One of the main commercial areas is in the most central part of the city, being there the main commercial centers that the city has, with a very varied offer in clothing, footwear, fabrics and household items. Among these businesses is the store selected to carry out this research.
Alternatives for training in San Francisco de Macorís.
Currently, a wide range of technical training options are offered in the city. One of the main options is the System Operating Centers (COS), which are training entities accredited by the Institute of Professional Technical Training (INFOTEP).
With regard to vocational training, two universities operate in San Francisco de Macorís, the Northeast Regional University Center (CURNE), an extension of the Autonomous University of Santo Domingo and the Nordestana Catholic University (UCNE).
General Information About La Suerte Store.
La Suerte SRL Shop. It began operations in 1963, managed by its founder and owner, a Lebanese citizen with his family.
Among the main challenges they have had, those associated with the implementation of advances in technology, the arrival in the city of large franchises such as the Ramos Group (Multicentro La Sirena) and Payless, as well as countless stores, can be cited. from Chinese owners.
Training concepts.
The concepts presented by the different authors regarding training are very diverse, some very complex and others quite clear and simple.
For Werther and Davis (2001) Training is the development of technical, operational and administrative skills for all levels of staff.
On the other hand, the authors Landy & Conte (2005) establish that training is the systematic acquisition of skills, concepts or attitudes that results in improved performance. They also claim that training increases learning and also the probability of better job performance.
Benefits of training.
Alles (2007) states that training and empowering staff, in addition to keeping them employable, updates the company's intellectual capital. Therefore, training has a strategic value for the organization.
Werther & Davis (2001) cite among the benefits of training that leads to higher profitability and more positive attitudes, improves job knowledge at all levels.
Steps of the training and development process.
For Dessler (2001) any training program consists of four steps, which are summarized in: determining the training needs, setting training objectives; implement the training or coaching and lastly the assessment.
Delgado (2006) Points out that the development of a training plan takes place in three phases: estimation of training needs, plan design and evaluation.
For Dessler (2001) the two main techniques for determining training requirements are task analysis and performance analysis
For Landy and Conte (2005) the evaluation of training needs leads to the determination of training and development objectives.
Types of Training
Regarding the Types of training Guzmán (2008) states that the most widespread forms of training are workshops and courses.
Silíceo (2005) emphasizes that there is no ideal method, and that all the methods will be good and will give the desired results as long as they are clearly related to the objectives pursued, with the number of course participants, with the time that available and with many other factors.
This author also recommends alternating different methods or types in the same education program.
According to the author Martha Alles (2007), modern training methods include active participation and experimentation of knowledge, she also affirms that purely theoretical training is obsolete and that new generations want rapid practical experimentation.
Economic Aspects In Training.
According to Alles (2007) Any activity implies a series of costs and benefits. It will be important for the Human Resources specialist to handle these concepts comfortably.
Werther and Davis (2001) point out that the cost of training and development is extremely high when considered in global terms and its effect on the budgets of the different departments of a company.
Salary levels in the commercial sector in the Dominican Republic.
As determined in resolution 2/2013, the National Salary Committee establishes the amount of eleven thousand two hundred and ninety-two pesos with 00/100 (RD $ 11,292.00) per month, for those who provide services in industrial, commercial or service companies, whose facilities or stocks, or the set of both elements, equal or exceed the figure of four million Dominican pesos (RD $ 4,000,000.00).
Technical training costs.
According to INFOTEP, all courses offered by said institution are totally free of cost for the participant. The participant must only pay one hundred ($ 100.00) pesos to obtain their certificate.
Higher training costs.
According to the Listin Diario portal dated October 31, 2011, taking a full degree at the Autonomous University of Santo Domingo (UASD) can cost between 1600 and 28000 pesos, depending on whether the student completed high school in a public or private educational center.
The average cost to pursue a university degree in one of the country's private higher education centers was also estimated at 400 thousand pesos.
Alternatives for training.
According to Melo (2014), during the First National Dialogue on Innovation, Creativity and New Business Policies, of 46 higher-level institutions in the country, only five teach technical careers, they are the Technological Institute of the Americas (ITLA), the Higher Community Technical Institute (ITSC), Oscus San Valero and the Design Institute.
Results of the investigation.
Conclusions:
Objective number 1. Determine how personal factors affect the training of employees in the sales area of La Suerte Store in San Francisco de Macorís.
Based on these results, it was determined that although there is a balance between the male and female sex ratios within the organization and it is mostly made up of people under the age of forty, a high percentage only have training in one area, even in the In the case of administrative staff, the majority being people with some seniority in the company, since only 29% of the surveyed staff have been working in the company for less than a year.
It was also possible to determine, in the case of collaborators in general, that the night time is the most appropriate to dedicate to training activities, and in the case of the collaborators of the administrative staff, it was determined that Sunday hours are the most indicated.
Objective number 2. Evaluate how socioeconomic factors affect the training of employees in the sales area of the La Suerte Store in San Francisco de Macorís.
In relation to this objective, it was concluded that:
-The income levels of 100% of the collaborators are insufficient to pay for their private professional training.
-Both professional technical education, as well as the careers offered by the state university in the province, according to the researchers' criteria, are within the reach of 100% of the collaborators, this as long as they can adapt to their situations of availability of schedules.
-That training within the company and training paid for by the company is the option that 73% of the collaborators claim to have.
In relation to these results, it was possible to determine that a high percentage of the collaborators depends exclusively on the training opportunities that the company can offer them; and that the income of the collaborators in general does not allow them to receive private higher training.
Objective number 3. Identify how institutional factors affect the training of employees in the sales area of La Suerte Store in San Francisco de Macorís.
Regarding this objective, the researchers reached the following conclusions:
-That the most used means in the company, according to 47% are direct observation and according to 29%, individual interviews.
-That according to 100% of administrative personnel there is no regularity regarding the frequency of processes to determine training needs.
-100% of the collaborators in the administrative area and 32% of the collaborators in general, affirm that the training is temporary.
-100% of the collaborators in the administrative area affirm that the administration is responsible for the training activities. For 59% of collaborators in general, the administration is also responsible, and for 26% of collaborators in general, they are supervisors.
-100% of the collaborators in the administrative area and 68% of the collaborators in general affirm that the only type of training that the company uses are talks.
- 50% of the administrative personnel affirm that there are no established dates to carry out training activities and 32% affirm that they are carried out eventually.
- 59% of the collaborators answered that the training results are carried out through performance evaluation. 26% affirm that for productivity.
In relation to these results, it is evident that the most effective means presented by the theories that support this research to determine training needs are not implemented. It was also found that although there is clarity regarding responsibility in determining training needs, there is no regularity to carry out this process.
In relation to these results, it was determined that there is no schedule or budgets for the training and that when it is carried out, it is possible. It was determined that all collaborators understand that the administration is responsible for the training activities and that it is only used as a technique or type of training, talks. It was also determined that the way to evaluate training results is through performance and productivity.
Overall objective
With respect to the general objective of this investigation, " Analyze the factors that influence the training of employees in the sales area of the La Suerte Store in San Francisco de Macorís in the period January-October 2014", it was concluded that:
Based on the results of the objectives with which this research was carried out, it was concluded that the findings with the highest incidence in employee training are associated with the socioeconomic factor, since it was evident that the income of the employees is insufficient to pay their individual training; and to institutional factors, since most of the weaknesses revealed by the present investigation, are constituted by the deficiencies that the company presents in its training processes, since it was verified that there is no responsibility, regularity, budget or variety of methods, nor monitoring or evaluation; when carrying out the training processes.
Recommendations:
To the administration: Regularly apply performance evaluations and analysis of the tasks that make up the jobs, since these are two of the most reliable methods to determine the areas in which employees deserve training. The techniques of individual and / or group interviews could also be implemented but rather to know other aspects about aspirations, plans and personal needs that the collaborators could have regarding training and development in the institution.
Design a schedule of training activities, where there is a person, team or department responsible.
Organize at least one training activity per year, since a high percentage of employees for financial reasons and availability of schedules, depends exclusively on the training that the company can provide.
Supervise the carrying out of training activities and verify that they include a variety of training techniques, giving priority to participatory and dynamic techniques.
Carry out the respective evaluation process of the training results, in order to improve the contents of the next training activities.
To promote, in a general and permanent way, the participation of all collaborators in training activities.
If there are no resources available for such purposes, evaluate the opportunities that INFOTEP or some other institution could provide.
To the collaborators :
In general, all collaborators are recommended to:
Managing technical training opportunities individually, and not depending only on the training opportunities that the company can provide.
To those collaborators who for reasons that have not worked their professional training, evaluate the options for higher studies, whether at a distance, Saturday and Sunday, and design a strategy for their professional development, so that it can guarantee their personal growth and possibility of climbing to other levels in the company.
Check the availability of scholarships and educational credit in the different educational institutions of the municipality and nearby towns and evaluate if it applies to any of them.
BIBLIOGRAPHY
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