The Training Process in Human Resources Management

It is a continuous learning process that allows employee development on a personal and professional level. Developing the necessary skills in the performance of their work to participate and help in the development and growth of the company in today’s changing and competitive business world. “

The Education and Training of Human Resources can constitute an evident Competitive Advantage of the organizations, insofar as this process is developed adjusting precisely to the needs and interests of the Organization.

The training process is vital for succession planning and leadership development within organizations. When these elements are included in the strategic planning of the company, the waste of human resources is avoided.

The development of HR makes it possible for the new positions that appear in the human resources plan to be filled internally, thereby achieving less dependence on the labor market and for the people who fill those positions to already know the organization , its culture, its policies, its norms, etc. It is a policy sustained over time that allows facing professional obsolescence and social and technological changes.

The training process must be supported by Senior Management and line managers; It is everyone’s responsibility (not just the HR department) to achieve the integration of all levels of the company with the development of the training process.

For training to be effective, it must follow a series of very specific stages:

* Assessment of needs.

* Development of a training plan.

* Delivery of training actions.

*Evaluation.

Needs assessment

Training has a cost that is sometimes very high, so efforts must focus where they are most needed.
The needs must first be assessed both in terms of the people to be trained and in terms of the subjects in which they must be trained. The needs can have different origins:

A) Needs are determined by changes from the environment. Technological innovations can force the knowledge of the company’s technicians to be updated.

B) The needs come from the organization’s own strategy. The launch of new products, or the introduction in new markets.

C) Needs can be revealed by the existence of problems, such as frequent work accidents, low productivity, low quality, absenteeism, etc.

The initiative to identify needs may come from the employee himself, the HR Department and line managers.

Development of a Training Plan:

Three approaches are usually used to determine the subjects of the training program:

A) Description of the job to identify the tasks that comprise it. Next, the training needs that exist are determined.

B) Those who are going to receive training are asked in what aspects they need to be trained. It is more motivating, since the workers themselves determine the content of the training, but it requires that they know in which aspects they need to improve. It is not easily applicable to new employees.

C) The NGT or Nominal Group Technique, is a method of getting ideas from a group of people on a specific topic. A group of ten or fifteen trainers, managers and workers are asked to make a written list of all the training needs that occur to them and each person is asked to give an idea until they are exhausted. Participants vote on the five most important training needs and the most pressing training needs are obtained. It is a method similar to the brainstorm, with the difference that in the latter it is allowed that some people do not give ideas.

Training needs can also be highlighted in career planning and performance evaluation.

Training and development objectives : Training must have objectives that must be quantified whenever possible, although this is not always the case. The objectives allow to measure the success of the process.

Content of the program : The content of the program is conditioned by the training needs and the objectives pursued. It may be aimed at generating concrete skills, providing general knowledge, or influencing attitudes.
The disbursements that the company makes to train its workers constitute an investment in human capital.

Principles of learning : Learning is not observable, only its results can be observed.
From a practical point of view, it is about reaching a satisfactory level of performance in the shortest possible time.

Delivery of training actions:

Some of the training programs are applied while working, and are:

* Training on the job.

* Training in learning.

* The rotation of jobs.

 

The training programs that take place outside of work are:

* Conferences, videos, films and audiovisuals.

* The case study.

* The representations.

* The simulation.

* Readings, personal study and scheduled teaching.

* Training in awareness workshops.

 

Evaluation:

The training process ends with your evaluation. If it has been successful, people’s attitudes, abilities and knowledge will have changed.
Before starting the training program, the evaluation standards are established. The participants take an exam to determine their knowledge and after completing the program they take another exam, and by comparison the success of the program in terms of knowledge is determined.
Having knowledge is not the same as applying it to practice. Therefore, the true evaluation is the one carried out when the worker returns to his position, or when he joins the new position. The monitoring process can take weeks, months, or years.

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