When talking about training within an organization, one always thinks of the traditional scheme, sporadic talks or conferences, always having the subject to be instructed as the purpose; without thinking about the best way to deliver the content in question.
Today the training models and systems have evolved in such a way as to be able to adapt to the needs and culture of the company; The following report will present one of the most widely used models worldwide, where training needs and the learning methods to be used in delivering the selected content play a preponderant role.
In order to provide guidance on the content of this report, a flow chart is attached where a vision is given of what the issues to be addressed in this report are to be.
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To begin to internalize the subject, it is appropriate to define the concept of training; For this, we will base ourselves on the definitions provided by the authors Chiavenato and Amaro Guzmán, we can conclude that Training is the act of providing means that allow learning in a positive and beneficial sense so that the individuals of a company can more quickly develop their knowledge, skills and abilities; granting benefits such as:
- Prepare staff for immediate execution of the various peculiar tasks of the organization Provide staff with opportunities for continuous development in their current positions, as well as in other functions for which the person may be considered Change people's attitudes, to create a more satisfactory climate among employees, increase motivation and make them more receptive to supervision and management techniques.
The training ensures the satisfactory execution of the work, and also constitutes a tool for the changes caused by new technologies, it also allows the company's personnel to carry out their activities with the level of efficiency required by their jobs, which consequently contributes to their self-realization and the achievement of organizational objectives; As specific benefits for the organization, the training offers:
- Improve work systems and methods Improve the communication process in the company Reduce rejections and waste in production and / or services Reduce absences and staff turnover Reduce costs for maintenance of machinery, equipment, etc. Reduce learning time Reduce workload from bosses Reduce costs for extraordinary jobs Reduce work accidents.
Training Model
Now that we understand what training is and its importance, it is worth asking what is the best way to structure a training or training program; For this, it is necessary to think about "if it is better to have the ideal or to train the ideal?"; This question lies mainly in the performance that is expected of the official, which is directly related to the competencies he possesses. Like the processes of an organization, performance and competencies must be evolutionary, which requires that the training model must also be.
The ideal training model for a company that bases its position profiles on competencies and where operational processes play a preponderant role, is the model based on management by competence, since it evolves in conjunction with new demands, thus allowing prepare officials for the challenges of the short or long term future.
Training Model Scheme Based on Competency Management
In the management model by competence, it is necessary to break down and group the topics into the competencies that it involves; in turn, the competencies involved in each topic must be taught in particular ways, so that knowledge is more easily assumed, thus creating a practical, dynamic and operational database in the training.
Learning methods
In order to exemplify the subdivision of techniques or tools that can be used in this training model, two proposals for divisions have been selected, which will allow the aforementioned subdivision to be explained in a clear way. The first is proposed by Professor Rolf Arnold, where he explains the level of penetration that each technique has in relation to the competence to be strengthened or taught; and the second proposal is from Mr. Idalberto Chiavenato, where the training in use, time and application is subdivided; where the type of training, the purpose and the means to be used are described to achieve the same purpose as with the first proposal.
Arnold Model
| Setting
Methodology and didactics |
Training Medium | Technical competence (technical knowledge and job skills) | Competence in Methods (Learning and Working Techniques) | Competence in social relations and management (teamwork, communication method) |
| Learning by transmission | Speech / Conference | + | - | |
| Class Dialogue | + | - | ||
| Use of Closed Media | + | - | ||
| Superlerning | + | |||
| Guided Project | + | + | - | |
| Simulacrum | + | + | - | |
| Learning by action | Own Organization Project | + | + | + |
| Guide text method | + | + | + | |
| Teamwork According to guided question | + | + | + | |
| Individual work According to guided question | + | + | ||
| Learning by experience | Metaplan | + | + | |
| Artistic Exercises | + | + | ||
| Experiences-based methods | - | + |
+ Important to promote the competition in question
- Of less importance for the promotion of Competition.
Chiavenato model
| TYPES | CLASSIFICATION | PURPOSE | MEDIA |
| Regarding the Use | 1. Content-oriented training | Transmit knowledge or information | Reading techniques, individual resources, scheduled instruction, etc. |
| 2. Process-oriented training | Change attitudes, develop self-awareness and skill development | Role-playing, group training, sensitivity training, etc. | |
| 3. Mixed training | Transmit information, change attitudes and behaviors | Conferences, case studies, simulations, games, job rotation, etc. | |
| In terms of time | 1. Induction training or integration in the company | Adaptation and initial setting of the new employee | Induction Program |
| 2. Post-worker training | Constant training, to improve employee performance | Workplace training and off-site training | |
| Regarding the Place of Application | 1. Workplace training | Transmit necessary training to employees | Rotation of positions, training of tasks, etc. |
| 2. Training outside the workplace | Transmit knowledge and skills | Exhibition rooms, case studies, simulations, video conferences, dramatization, etc. |
The models described above allow a random selection of different mechanisms or learning means, which are intended to achieve a greater understanding and absorption of the knowledge delivered to the trainees; which makes the training sessions are not monotonous, boring the trainees, causing them to lose interest in the subject that I am presenting.
Needs and Means
Being clear about the aforementioned models, we are in a position to carry out the training needs survey that the Commercial Management currently has, where the areas of. Stations, security, Sales Channel, Cleaning Staff and Customer Service Offices. In this survey, the needs have been grouped into general areas, leaving the specific detail of the topics for the training mesh, which would be developed in a second stage, where the objectives pursued by the areas within the proposed topics are already clear..
Along with presenting the training needs of the Commercial Management, reference is also made to the ideal means or tools to achieve a high level of learning, as mentioned in the previous paragraphs.
Program or Structure.
With the theoretical bases already established, the program or scheme under which the trainings will be carried out can be structured, to carry out the development of said structure, the necessary requirements must be listed; thinking about the creation of a Training and Training Center (CEC).
- Infrastructure Requirements
Rooms (conference rooms, meetings, cyber centers, projection rooms, simulation rooms, exercise and practice rooms)
- Libraries / Video Libraries Offices
- Material Requirements
- Computer Equipment Projection Equipment Videos (DVD, VHS, etc.) Fictional Sound Equipment for simulations
- Personnel Requirements
- Training Administrator.
He will be the one who coordinates the availability and maintenance of both rooms and equipment; on the other hand, it must structure the distribution of the assigned budget and the direction of the rest of the Training Center personnel.
- Training Coordinator.
The Training Coordinator must be the person in charge of structuring the training sheets, ensuring the continuity and evolution of the training programs proposed for Metro's internal and external personnel.
- Rapporteurs or Professors.
In the first place, an internal search will be carried out and in more specific areas there must be external personnel who will be hired based on their experience and knowledge of the subject.
Program or Structure
While the theoretical guidelines, needs and requirements of this project have already been discussed; It should be made clear that the central axis of the project is the training program; This must be continuous and evolving, to respond to the needs that are presented to the organization. For the Training program to be successful, it is necessary to structure the program centered on Training and continuous Retraining of officials; To explain in a simpler way, the following graph is attached:
Evaluation
The final stage of the training process is the evaluation of the obtained results, generally the most common problem of any training program. The evolution of a training program is made up of various views which in turn are made up of a specific number of indicators.
The evaluation of the Efficiency level of the program is based on the following aspects:
- Determine to what extent the training actually produced the desired changes in employee behavior. Show whether the training results are related to the achievement of company goals.
Undoubtedly, the evaluation stages of a training process are:
The criteria used to evaluate the effectiveness of the training are based on the following results:
- The reactions of the trainees to the content of the program and the general process The events that have been acquired through the training process The changes in behavior resulting from the training course The results or measurable improvements for each member of the organization as a lower rate of turnover, accidents or absenteeism.
Another evaluation mechanism is effectiveness, which is measured under the following parameters:
- Increased organizational effectiveness Improved image of the company Improved organizational climate Better relations between company and employee Ease of change and innovation Increased efficiency
The last and most important method in the evaluation of a training program is the one carried out at the task and operations level, in this case the indicators must be:
- Increase in productivity Improve the quality of products and services Reduce the production cycle Reduce training time Reduce the accident rate Reduce the maintenance rate of machines and equipment
Undoubtedly, for a system as complex as the one proposed, the evaluation must consider all the aforementioned aspects, thus generating a range of indicators that include efficiency, effectiveness and operability; it is these standards that will define whether the program is working well or should be modified; or, failing that, the level of impact it had on the training.
conclusion
Without a doubt the training or training processes, regardless of the model; They are beneficial to the organization and to those receiving the training.
The higher the training goals, the higher the implementation costs; For this reason, it is good to clarify that the costs of implementing the program will be profitable in the medium term, since by having more qualified personnel, the costs in maintenance, training and accident rates are greatly reduced.
When thinking of implementing a training and education center; It must be considered that it is a long-term project for which stages must be defined, which must be within the capacity both in monetary resources and in human resources. As a first stage according to the gathering of needs, I suggest starting with good practices and Psycho-Professional training; while in parallel begins to develop training meshes for each subject according to the interests and objectives that each area wishes to reinforce.
Bibliography.
- De Sousa, Maria C. (2001); ”Analysis of Training Needs, based on the Competency Model” Arnold, Rolf; ”Training of Professionals, New trends and perspectives; Chapter 4 ”.Belly Pablo (2003); "Although we do not see it, knowledge is there".Belly, Pablo (2003); "New Trends in the Age of Knowledge". Mayor Gutierrez, Roberto; "Chess as mental training for executives".
