Questionnaire to identify the need for training. Methods for identifying training needs
Method | a brief description of |
Certification and preparation of an individual development plan | In the process of certification (special conversation), the employee discusses with the manager structural unit prospects for professional development. As a result, an individual development plan is drawn up, which is transferred to the personnel management service, where it is evaluated in terms of compliance with the needs of the organization as a whole, its financial capabilities and, if necessary, is adjusted. Generalized plans for the development of employees become part of the program for the professional development of the personnel of the organization as a whole. |
Professional and psychological testing | The presence and degree of development of certain professional knowledge, skills and abilities of an employee, as well as his potential, are revealed. Comparison of test results and the portrait of the "ideal" employee allows you to determine the direction of training. |
Evaluation of information about employees available in the personnel management service | Age, basic education, length of service, professional experience, whether the employee has previously participated in training programs, the level of abilities, psychological features etc. |
Working with organization plans | Analysis of short-term and long-term plans of the organization (structural divisions) and determination of the level of qualification and vocational training personnel necessary for their successful implementation. |
Supervision of the work of personnel in the workplace | Allows you to obtain information that subsequently becomes the basis for the development of a training program. The information includes typical situations that arise in the work of a particular category of workers, as well as the most typical difficulties. The information received also contains the employees' own assessment of the skills needed to perform their duties. As a result, the training program will focus on typical work tasks (situations) that are usually solved by employees of the organization. |
Analysis of the sources of problems that hinder effective work | The insufficient quality of products (works, services) is analyzed; non-fulfillment of work plans; marriage level; violations labor discipline; complaints and complaints; loss of time as a result of illness, absenteeism, delays, vacations; staff turnover. |
Identification of external and internal factors that affect the work of personnel | For example, labor legislation, labor protection legislation, tax, customs and trade regulation; changes in standards, changes in the technological process, the introduction of new equipment, the release of a new type of product, etc. |
Survey, questioning, interviewing | The main areas of training are determined based on the views of the management (higher managers, direct supervisor). However, only the opinions of managers are not enough for objective conclusions about what type of training an organization (structural unit) needs. To determine the need for vocational training, special diagnostics are needed. |
Work with applications and proposals of employees | Collection and analysis of applications and proposals of employees (their immediate supervisors) on the organization and conduct of vocational training. |
Analysis of the organization's development strategy | "Translating" specific strategic goals and objectives of the organization into the language of vocational training. |
In addition, the analysis and study of business plans, plans technical development, financial performance of the organization, customer reviews, proposed changes in the staffing table, job descriptions, work plans with the personnel reserve, individual performance indicators of employees.
As a result of the analysis of the need for training, the personnel management service determines specific areas of study. For example:
On-boarding training (initial training);
Training during the transition, transfer, change of status;
Training for a specific task (including a project);
Training is planned;
Developmental education (study of related fields of knowledge, applied disciplines, higher (including second) education).
Once the needs and specific areas of training are identified, the personnel management service must form a budget, develop detailed learning programs, choose the forms and methods of teaching.
Stage 2. Determination of training costs (formation of training budget). This stage is one of the most important and responsible. After all, training is far from a cheap event, and other areas of the organization's activities constantly require attention. The main costs required to provide training include:
- funds allocated to cover the cost of training(including payment for the services of teachers, consulting and training companies, rental costs classrooms, purchase teaching materials and equipment, business trips, meals and accommodation during the training period);
- time spent on learning(the time of absence from their workplaces of employees undergoing and carrying out (if they are employees of this organization) training).
In some organizations, staff training is not priority. Therefore, in “difficult times”, funds allocated for vocational training are reduced in the first place. The correct approach is to treat learning as investment(investment in human capital) rather than as a sunk cost.
This approach is characterized by the concept "human capital"(remember one of modern theories personnel management - the theory of human capital). The experience of developed countries shows that, other things being equal, people's incomes rise with an increase in the cost of general and special education . For the organization, this means that investment in human capital provides productivity growth. Costing and evaluating training effectiveness compares current costs with future outcomes. Therefore, the organization must determine the value of future benefits.
Consider an example of the reasoning of a person (organization) that determines expediency of expenses for advanced training within one year.
Denote by FROM the amount of training costs. These costs include two parts:
Direct, equal to the cost of education;
Indirect (missed opportunities), equal to the costs that could have been received during the training.
Expenses FROM a person (organization) compares with the increment of his income (earnings) after training. Today's value of future benefits R is determined by the formula:
P \u003d S Bt / (1 + r) t,
where AT- expected increase in earnings per year t;
r is the market rate of return on capital;
n- the number of years to use the acquired knowledge (estimated duration of work).
If a P>S, then investments in this type of training pay off, otherwise, other areas of capital application should be looked for. The less r(market rate of return on capital) and the greater the optimal increase in earnings AT and number of years of service n the more effective the investment in skills development.
The expediency of training decreases with a decrease in the number of years of use of knowledge. Yes, at n=1 the increase in earnings should be equal to the cost of training.
However, speaking about the effectiveness of investments in professional training of personnel, it should be noted that this event can turn into big losses for the organization. Primarily, we are talking about a possible employee leaving the organization after completion of training. This fact makes most managers think about the question, is it worth spending a lot of money on staff training, which can easily leave after its completion to competitors? How can an organization protect itself from such losses?
To this end, with each employee sent for training, the organization must enter into a bilateral (or tripartite - with the participation of the relevant educational institution) contract (agreement) on training, the essential conditions of which are:
Mandatory establishment at the end of the training period of labor relations with the organization in the specialty received by the employee for a period of at least three years (the duration is set depending on the duration and cost of the training program);
Full or partial reimbursement to the organization of the costs of the training provided at the expense of its funds, in case of dismissal of the employee of his own free will without good reasons or at the initiative of the organization for violation of labor discipline before the expiration of the period established by the contract (agreement).
In addition, for organizations that allocate funds for employee training, The Labor Code of the Russian Federation establishes:
The possibility to provide in the employment contract the obligation of the employee to work after training for at least the period established by the contract (part 3 of article 57 of the Labor Code of the Russian Federation);
The obligation of the employee to reimburse the costs incurred by the organization when sending him to training at the expense of its funds, in the event of dismissal without good reason before the expiration of the period stipulated by the employment contract or agreement on training the employee at the expense of the organization (Article 249 of the Labor Code of the Russian Federation).
Stage 3. Development of plans and training programs. Personnel training in the organization is carried out on the basis of the developed training plans. Distinguish training plans personnel:
Organization as a whole;
Structural divisions.
Training plans for the organization's personnel (structural divisions) for the next calendar year are drawn up, as a rule, annually until December 1 current year personnel management service. The basis for the preparation of training plans are:
Data from the marketing and development services of the organization on the prospects for the development of the directions of its production and economic activities;
Applications of heads of structural divisions on the need to train specialists of the relevant profile.
When developing training programs it is necessary to have a clear idea of the requirements (including special ones) that this work imposes on the employee performing it.
Stage 4. Choice of the form and methods of teaching. The effectiveness of vocational training in to a large extent also depends on how it will be implemented. In different situations, it may be preferable different forms learning.
Identifying the need for training in the hospitality industry is of particular importance for the following reasons:
1. Staff turnover. The hospitality industry has traditionally had a high turnover of staff, many employees are students and get a part-time job, not a permanent job. Due to the large recruitment of workers for line positions, the need for training arises constantly.
2. Lack of work experience. In restaurants and hotels, many line positions (waiters, maids, etc.) are hired by people without work experience, graduates of colleges and universities.
3. Lack of specialized education among employees. In restaurants, at the moment, a very small percentage of employees have specialized education, mainly kitchen employees. The hotel employs a large number of technical staff in low positions, often with no professional education at all.
4. Training in connection with the sale of an individual product. Each restaurant chain or restaurant has its own unique dish or drink, each hotel has its own approach to service or offers a unique set of services..
5. Staff development for career advancement. The hospitality industry encourages the growth of managers from a linear position, training for the promotion of an employee usually takes place directly at the enterprise.
Identification of training needs is a complex of research and analytical activities. This complex allows you to identify gaps in the system of competencies required by personnel for the effective implementation of the strategic and tactical goals of the organization. Identification of training needs is a technique that allows you to clearly and clearly determine who and what in the company needs to be taught. The presence of this stage in the learning process allows you to optimize the cost of effort and resources. Only on the basis of the results of this stage it seems possible to develop clear goals and objectives for all participants in the corporate training process.
An example of a training needs analysis process.
Assessment of training needs and planning of training programs are integral parts of the process of organizing staff training.
In order to determine the content and methods of training that can help achieve the goals of the organization and the goals of training, it is necessary to establish the qualitative and quantitative need for training of the main categories of employees. Qualitative (what to teach, what skills to develop) and quantitative (how many employees of different categories need training).
Identification of training needs can be operational and strategic. Assessing the need for training at the level of the whole organization is strategic. Traditionally, this task is carried out with the help of personnel appraisal. Operational assessment of training needs consists in continuous monitoring of the knowledge, skills and abilities of employees, primarily in order to constantly maintain their competence at the proper level and adhere to the initially chosen course. The arsenal of operational assessment methods is quite wide.
The first group of methods - all kinds of blank forms: a questionnaire, questionnaires, applications from managers, tests to identify professional skills. This is the simplest and cheapest method actively used by HR departments of many companies. Its advantage is the ability to obtain information for enough a short time. The main disadvantage is the low reliability of the information received.
An example of a questionnaire for an employee
FULL NAME________________________________________________________________
Job title: ______________________________________
Subdivision name: ___________________________________
What knowledge and skills do you need to perform your job duties more successfully?
What areas (topics) of study do you need and are interested in?
Indicate the events in the areas of interest in which you want to take part (mark "+")
Sample application for training
I ask you to send an employee for training _______________________________
Structural subdivision ___________________________________________
For training on the topic _________________________________________________
from "______" _________ to "_______" _______ 20__
The need for training for this employee is due to
________________________________________________________________________________________________________________________________________
Expected learning outcomes
The second group of methods - different kinds interviews and interviews. The interview is a very effective method, but it requires a certain skill from the one who conducts it. The interviewer must be able to ask the right questions - the manager conducting the interview must correctly understand and respond to emotional condition interviewee, be able to "read between the lines" to identify moments when the interviewee consciously or unconsciously distorts information.
An example of an interview form with the head of the department
1. Name of department: _______________________________
2. Are the employees of the unit interested in promotion or development of a related profession?
____________________________________________________________________________________________________________________________________________________________________________________________________________
3. What gaps do employees have in skills, knowledge, personal qualities to perform work tasks?
________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
4. What areas (topics) of training are necessary and relevant for the employees of the unit?
The third group of methods for assessing the need for training is various forms of observation. This is the most effective and reliable method, since in this case it is possible to evaluate an employee in the conditions of his real activity.
Methods for identifying training needs
In the hospitality industry, the main methods for identifying training needs are:
1. Analysis of the results of the assessment of the candidate when applying for a job.
The essence of this method is to identify areas for development and training of an employee who is hired. In this case, the requirements are divided into mandatory and desirable. Mandatory requirements are the minimum qualification and behavioral characteristics (competences) that allow a new employee to immediately start performing job duties. Desirable requirements - full list personal and professional competencies.
Enterprises have their own application forms, which the applicant must fill out, even if he already has a resume of a standard form (for example, compiled on the SuperJob or HeadHunter portal). Each employer has its own idea of the mandatory and desirable requirements. Such questionnaires allow you to understand what qualifications the applicant already has and what areas of development of desirable requirements will increase the efficiency of the employee in the position. A restaurant or hotel, presenting the desired requirements to the applicant, may, in case of their absence, allow them to be acquired after some time through on-the-job training, attending trainings, or self-training and work.
The interview or interview is the most primary method of identifying the need for training. The selection of applicants for the position of a line employee in the hospitality industry is quite loyal, thus employers and the management company imply further training of employees. At the interview, the current level of knowledge and preparation of the candidate for the future position held is clarified, thereby starting to determine the subsequent training, its method and need.
2. Analysis of the performance of new employees during the trial period.
The probationary period, which is set for an employee, allows him to join the work of the restaurant. During the probationary period, shortcomings in the knowledge and skills of the employee are identified that prevent him from carrying out effective work in a new place.
Based on the results of the probationary period, two options are possible:
- the employee is allowed to work until the end of the probationary period, and then he is fired as not suitable for this position;
− organize training for the employee.
This method allows you to get an idea of what difficulties new employees most often face, therefore, in what areas it is worth strengthening or organizing training for newly hired employees.
The complexity of this method lies in the degree of documentation of the adaptation stage and the availability of information for those responsible for training, especially when it comes to a restaurant. The restaurant industry as a whole is characterized by a high turnover of staff, therefore, the constant documentation of the process of adaptation of a new employee is associated with an increase in document flow.
3. Questioning of department heads and employees.
The use of this method is advisable when identifying the need for training groups of employees. The questionnaire is designed in such a way that it is possible to obtain an unambiguous and adequate assessment of the need for training. Based on the results of the survey, the need for training of each specific employee in each of the areas of his activity is established.
The questionnaire should contain an expected list of questions of the training plan (for a quarter, half a year, a year), or a list of topics for a training program in a particular area. Employees' answers to the questionnaire will indicate the need for new areas of training or help organize homogeneous groups of employees to conduct their training in the chosen area. Based on the results of the survey and interviews, preliminary lists of topics for corporate training events and external learning. Thus, as a result of a well-designed questionnaire, those who plan training will get an idea of which areas are the most problematic (service, sales, team communications), which skills need additional development, which prevents employees from being the most effective
4. Interviewing managers and employees.
The scale and speed of changes occurring in the enterprise can be different. Major changes and transformations do not happen all that often. Basically, there are changes that relate to trends in the work of individual employees. And at the restaurant level, they are sometimes quite difficult to track. Therefore, the key technology for identifying the need for training is to conduct systematic meetings and conversations of the training manager with managers, managers, directors. Interviewing can be aimed at identifying those problems that are encountered in the work of line employees and management staff.
The basis of this technique is to build a specific working situation and offer the employee undergoing testing to find a solution to this situation. Case studies can also be conducted to test specific knowledge and skills. In this case, the correct answers are written in them. As a result of comparing the received answers of the person being tested with the correct ones, a zone for learning is revealed.
Cases can also be used to identify various individual and personal characteristics of the tested person, his behavior patterns. There are no correct answers to such cases. The responses of the tested employee, obtained as a result of the case, show the degree of his compliance with the corporate culture of the restaurant, its values, goals and mission. Based on the results of the case, the area of development of the employee is revealed.
6. "360 degrees".
The 360-degree method consists in obtaining information regarding the actions of employees in real work situations and the business qualities that they have shown. At the same time, information is obtained from people communicating with the tested employee at different levels (bosses, colleagues, subordinates, visitors).
This method is widely used by the Arpikom company, which, thanks to the established democratic corporate culture and trust in the HR service and management, gets the maximum effect from the method.
The maximum efficiency of the method is achieved by Arpicom as a result of regular (once every six months), planned studies, based on the results of which training, career changes are planned, i.e. practical changes are taking place.
The "360 degrees" method is carried out in the company "Arpikom" in several stages:
At the first stage - preparatory, the Regulations on the study are being developed, questionnaires are being compiled. The composition of the assessed and evaluating is determined. At the second stage, information about planned events is communicated to employees in order to minimize negative emotions and stress. This happens through explanatory seminars and presentations. This applies mainly to new employees, since the this procedure the staff knows that the results will only be used for development and not for punishment. The next stage is the study itself, which is conducted electronically, the results are processed, and a report is drawn up. And on last step- final, to provide feedback to the subjects, "coaching sessions" or interviews with direct supervisors are held. As a result, organizational conclusions are developed and management decisions are planned, as well as measures to develop the necessary competencies.
7. Assessment.
Assessment is a procedure aimed at organizing the participation of restaurant employees in a series of exercises and tests in the presence of observers. The result of such a procedure is expressed in the evaluation of participants in accordance with predetermined criteria.
Assessment can be used:
- when applying for a job;
− in the training and development of personnel;
− when employees are promoted;
- to make a decision on the compliance of the employee with the position held;
- to determine the possibility of performing new functions;
− when planning further training of employees and determining their development potential.
The difference between assessment and testing is to test not so much the employee’s theoretical knowledge as his skills that are important for practical work, which gives a more objective picture, since the participant in the assessment can hide their true skills to a much lesser extent.
Due to the rather high cost of this method, it is mainly used by large networks. Moreover, if earlier the assessment was used mainly in the selection or diagnosis of managerial personnel of the middle and higher levels, then today this method is often used when hiring ordinary employees.
For example, in the network restaurant "Il Patio", using this method, the need for training waiters in active sales was identified, as a result of which they were trained on the topic: "Waiter - seller. Active sales in the restaurant. During eight academic hours, a training was held, and the staff worked out the skills of active sales in a restaurant.
8. Analysis of changes in the state of human resources within the enterprise.
The personnel department conducts periodic analysis of the state of human resources in terms of turnover, reductions, headcount optimization, etc.
In addition, an enterprise that cares about its future development manages the movement of employees, building certain stages of a career plan for them. Career plans should take into account the allowable movement of employees horizontally and vertically. Each move must be accompanied by appropriate training.
9. Analysis of special external information.
Special external information in this context is any information concerning changes in the external environment (social, economic, legal, etc.). It can be obtained from any official sources, information and analytical publications, materials of conferences and seminars.
You can use the following resources:
Book of reviews and suggestions;
Reviews on the company's website;
Reviews on the Internet on various resources;
Table-visit: personal communication with guests during their visits;
Conflict situations with guests.
Observation is possible both when visiting the company's employees for audit purposes, and when interacting directly with the guest, "in the fields", by the method of double visits. A variant of the field assessment of the need for training can be "Mystery guest" - a technology in which a specially trained person under the guise of a guest or client, that is, anonymously, evaluates the quality of customer service, staff performance, its honesty, verification of compliance with standards and etc. It also uses such an assessment option as a "Mystery call" - it helps to identify problem areas in communicating with a guest, etc. In the process of monitoring the activities of employees, a checklist is used - an assessment form containing core competencies, behavioral indicators illustrating them , and rating scale.
Based on the results of the analysis of information and the conclusions drawn, changes may be made to the work of the enterprise, which, in turn, may cause a need for training. It is the responsibility of the training manager to keep track of the main sources of information in order to keep abreast of all important changes. Analysis of external information allows the restaurant to adjust the training plan throughout the year. The non-compliance of personnel work with established standards and requirements of job descriptions revealed as a result of observation may be an indicator of the need for appropriate training.
10. Analysis of technology changes.
It is necessary to constantly monitor changes in the technologies used in production and service processes in terms of the potential need for staff training. The introduction of an electronic menu or kitchen displays in a restaurant, as well as a system of electronic locks or check-in terminals, requires training of staff in new working methods.
11. Analysis of the results of personnel certification.
Attestation is a procedure for a systematic formalized assessment of the compliance of a particular employee's activity with the standard of work performance at a given workplace in a given position. The assessment given during the certification accumulates the results of the work of a particular employee for a specific period. It is very important to understand that during certification, there is not a comparison of employees among themselves, but a comparison of "employee - work standard". You can only compare how one employee more or less meets the standard of work than another.
Certification at most enterprises in the hospitality industry takes place for employees without work experience after completing training and provides for determining the professional suitability of the position. Usually includes comprehensive testing of knowledge of the product and service standards, as well as the implementation of work procedures under supervision.
For certification, a circle of participants is determined: waiters or cooks, head waiters or bartenders. After that, the areas of knowledge and practical skills that are most in need of assessment and correction are indicated.
For example, in Wabi-sabi restaurants for employees who work for a long time, certification is always preceded by training. The assessment process clarifies the needs of employees in training to ensure that their qualifications meet the established requirements and standards, as well as for their further development.
The results of the attestation are communicated to the participants immediately.
Certification is usually carried out no more than once or twice a year.
Such an assessment of an employee helps to identify:
Level of knowledge: menu, service, table setting, dish serving, serving standards, cooking technology, and so on;
The level of professional competencies: customer focus, focus on increasing sales, focus on competent service, compliance with etiquette, and so on;
Level of professional growth and development: how much the current assessment differs from the previous one.
As a result of such certification, it is possible to assess the gap between the actual and required qualifications of employees, identify gaps and plan their elimination
In the practice of applying this or that method, everything depends on the priorities set: efficiency, resources, cost of the method, etc. For example, at the stage of forming an annual plan for the training needs of restaurant employees, it is advisable to use the methods of questioning and clarifying interviews, since in this situation efficiency and coverage of all restaurant employees are of particular importance. Such work, as a rule, is carried out by the internal forces of the restaurant, without attracting additional resources. If you need expensive training for employees, you can order an assessment.
Vocational training of employees is necessary in every company, regardless of its field of activity and form of ownership. Moreover, effective professional development of employees cannot be formally ensured by introducing standard, mandatory measures by order "from above". Determination of training needs, constant targeted training of employees, organization of interaction with HRs and internal trainers are the duties of each line manager.
Professional education- this is the process of purposeful formation of special knowledge among employees, the development of the required skills and abilities that allow increasing labor productivity, performing functional duties with the highest quality, and mastering new activities. The chosen areas of personnel training should first of all correspond to the strategic and operational goals of the company. Training programs should be drawn up on the basis of studying the quality of personnel and taking into account the tasks of both the long-term development of the company as a whole and its individual structural divisions.
Professional training of personnel is necessary in various situations:
when transferring employees to other positions;
when enrolling employees in the personnel reserve;
when introducing new equipment, new technologies in the company;
in order to increase the competitiveness of the company;
to increase the productivity of employees;
for development by employees of new directions of activity.
When organizing effective professional training of personnel, it is necessary to consistently implement a number of tasks:
identify training needs;
select appropriate methods;
to train;
evaluate its effectiveness.
Identification of training needs
It is very important to understand what kind of training your employees need at the moment. To identify training needs and plan it competently, technologies such as task analysis (tsk nlysis) and performance analysis (performance nlysis).
It is necessary to analyze the tasks facing the employee in order to determine the required level of development of professional competencies and quality of performance, that is, to understand how it “should be”. When analyzing tasks, the profile of the position is studied, job descriptions and documents on planning work in the unit.
Performance analysis helps to determine the real state of affairs, including identifying shortcomings, that is, to understand how “it really happens”. When analyzing activities, the following methods can be used: observation, conversation with an employee, professional and psychological testing, questioning (Attachment 1); conducting focus groups*; grade professional activity or attestation(cm. ).
When conducting a performance analysis, it is necessary to obtain answers to the following questions:
Does the employee encounter problems doing their job?
What indicates the existence of problems?
What causes problems, how does the employee treat them?
What should an employee (group of employees) do to solve problems?
What problem solving alternatives exist?
How effective are the existing methods of solving problems, can they be optimized?
Can the worker do it?
Will employee training help solve the problem?
The analysis of the tasks and the analysis of performance made it possible to see the difference between the required and the existing levels of development of professional competencies. This makes it possible to “target” the need for training. The line manager of this unit can most accurately identify the need for training of employees of a structural unit. At the same time, he must work closely with the personnel manager, who directly organizes the training of employees of the entire company, provides consulting and methodological assistance to line managers.
Choice of teaching methods
Once the training needs have been identified, it is necessary to clearly articulate vocational training goals What exactly do we want to train our employees. Next, choose the most effective methods vocational training. Consider the most common of them.
training- group form of education (12-16 people). It is mainly aimed at developing skills and mastering new work technologies. The duration of the training is on average two to three days. The main methods used in its implementation: exercises, role-playing games, mini-lectures, work in small groups, brainstorm, analysis of cases (situational analysis), exchange of experience, etc.
Seminar- group training (up to 100 people participate). Mainly aimed at the transfer of new knowledge. Duration on average - from half a day to three. The main methods used during the seminars: lectures and answers to questions.
Mentoring (coaching) - individual training at the workplace (directly in the process of performing functional duties). The duration of such training most often coincides with the duration of the probationary period. The mentor is appointed from among experienced and professionally successful employees, and the immediate supervisor can also act as a mentor. An important nuance: to ensure the effectiveness of this form of training, the mentor must be well prepared and motivated.
mentoring- individual form of development and training. It can be carried out both at the workplace and outside it. The mentor, as it were, “patronizes” the ward, gives advice to his “protégé” and provides practical assistance. The meaning of the concept of "mentoring" is wider than the concept of "coaching". When coaching focuses on the development of skills or competencies, while mentoring is associated with the transfer of not only objective knowledge, but also individual methods of activity, subjective views, personal attitude to life (business). The line manager cannot act as a mentor, but can only be a senior management representative or an external consultant.
rotation- movement of employees from one workplace to another within one structural unit or within the entire company. Rotation allows you to solve several important tasks at the same time:
to stimulate the activity of workers, providing them with the possibility of horizontal movement, contributing to the growth of professionalism;
ensure the interchangeability of employees in the department;
improve the skills of employees.
When choosing a training method for your employees, you need to take into account the goals and objectives, as well as the resources available.
Conducting training
After the training needs have been identified, its goals and objectives have been formulated, methods have been determined, you can proceed to the next stage - the actual organization and conduct of employee training. Depending on the size of the company, the availability of resources and time constraints, training can be carried out both internally by the company (direct supervisor, experienced employee, HR manager, internal trainer, etc.), and with the involvement of external contractors - training and consulting companies or freelancers (independent trainers and consultants).
When organizing and conducting vocational training, it is very important to be guided by the following basic principles:
The topic of training should be directly related to the professional activities of the participants, be important and relevant to them.
Employees need to take an active part in the learning process, and for this they must be motivated to acquire new skills and knowledge.
Absolutely new information for the participants should be “reinforced” through repetition, practice in exercises, when preparing and conducting presentations, etc.
Participants must constantly provide feedback, for example, include professional competitions in the learning process, sum up, make a summary at each individual stage of training, etc.
Studies have shown that the effectiveness of training by 60% depends on well-conducted training (identifying needs, setting a clear goal, choosing an actual training program, attracting the right trainer or consultant); by 20% - from the professionalism of the coach and by 20% - from the "inclusion", motivation and desire of the students themselves. Training cannot be effective if employees consider it only as an opportunity to escape from work, to have fun (especially if the training takes place on the road); demonstrate their knowledge of the stated topic; sit in a corner or, on the contrary, attract attention. With such an attitude to learning, a person will not only not be able to take advantage of new information, learn material and develop skills, but will also distract colleagues. The presence of such "vacationers" in the group can cause a "chain reaction" of disconnection. In this case, there is no need to talk about the effectiveness of the training and, moreover, about improving knowledge and skills (and, consequently, about the justification of investments). Therefore, a very important task of the line manager and HR manager is to form a positive attitude of employees to the planned training, set them up for productive activities.
Evaluation of the effectiveness of the training
The final stage of work is the assessment of the effectiveness of the professional training and analysis of changes in the activities of employees. For evaluation, you can use the four-level model of D. Kirkpatrick, which has proven itself in practice ( Donld Kirkptrick).
1st level- reaction of participants to training. As a rule, it is assessed immediately after training or the next day. The HR manager distributes questionnaires to the participants ( Annex 2) and asks for your opinion about the program, the coach and the organization educational process generally. The received information is summarized and analyzed.
2nd level- assimilation of information. Incomplete assimilation of the received information is a physiological phenomenon. If information completely new to a person is not included in his everyday life, then by the end of the first week up to 40% of the information is lost. Accordingly, in a week it makes sense to “measure” the level of how much new knowledge has been assimilated, fixed in the memory of the participants in the training. To do this, you can use either interviews with them, or tests / questionnaires prepared in advance.
3rd level- behavior change. At this level, it is important to determine how much new knowledge, as well as acquired skills and abilities, have been fixed in the participants' real professional activities. Since the period of bringing the skill to automaticity is 21 days, it is better to evaluate at this level a month after the training. The most commonly used tool is observation.
4th level- impact on business results. It is advisable to measure the specific results of the training conducted after three to six months. It is this period that a person needs in order to realize the changes and “digest” new knowledge, to finally consolidate new ways of behavior in professional activities. When evaluating and analyzing business results, quantitative and qualitative indicators work of an individual employee or structural unit. This analysis is carried out jointly by the line manager and the personnel manager.
Attachment 1
Questionnaire to identify training needs
(to be completed by employee)
Annex 2
QUESTIONNAIRE
for evaluating completed training
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* Focus group- this is a method of collecting and analyzing information that allows you to study the needs, characteristics of the company's employees, their level of preparedness; establish the scope, timing and trends of the organization's learning; clearly define the participation of management, specialists and employees of the company in the learning process.
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INTRODUCTION
The very concept of "Identification of training needs" seems strange to some managers. "What is there to reveal?" - they say, referring to the personnel manager or training manager. "You show us the training programs that you offer, and we will choose." Such managers implicitly assume that the HR employee somehow knows what to teach their subordinates.
Some of them (who are older) seem to still be warmed by the memories of the Soviet system of economic education, when in September of each year the "Economic Newspaper" published training programs for ALL specialists and workers of the USSR under some killer slogan like the notorious "Economy must be economical".
Those managers who began their careers after the successful death of this system, and even, perhaps, know something about working with personnel, as a rule, still do not sufficiently understand the mechanism of the relationship between work and study at work. Some even quite seriously believe that only trained people should be hired, and only one should learn on the job.
It is difficult to treat such misconceptions, but it is possible. And it is necessary to start with bringing to the heads of the company the understanding that learning at work is component the work itself. And the learning needs on the job generate only (or mostly) the interests of the job itself.
SOURCES AND LEVELS OF TRAINING NEEDS
What are the main sources of training needs?
If we formulate the answer to this question in the most general form, then we can conclude that changes of all kinds and of any origin occurring in or around an organization are the main source of training needs. These changes affect the requirements for an employee at his workplace (see Figure 10.1), and are specified in group or individual training needs.
Changes in the external environment
One of the key sources of training needs are, of course, changes in the external environment(economic,legal, etc.P.) It is necessary to obtain information about these changes, then this information must be brought to the attention of employees. It is also a good idea to make changes in the work of the organization that adequately reflect the changes that have occurred. All of these steps are most naturally implemented in the form of learning.
From a learning planning perspective, these needs are the most unpredictable. But they are also the most inevitable in our state, since the situation in our country changes with the regularity of the weather somewhere on the sea coast.
Technological changes
In addition to the already mentioned changes in the external environment, it is important to monitor what is happening around the company or produced within it. technological changes. These changes may apply to all types of technologies: production, marketing, financial, information, logistics, and even HR technologies.
Internal changes in the organization
Important sources of training needs are strategy changes,business plan,organization structures,range of goods/services,provided by the firm. In a stable society, it is these internal changes in the organization that generate the bulk of the training needs. In Russia, they are also gradually coming to the fore.
Personnel changes
Finally, learning needs can be driven by expected personnel changes within the organization: relocations, promotions, demotions, layoffs for various reasons.
Levels of occurrence of training needs
At what levels of management in an organization do training needs arise? Even from the list above, it can be seen that training needs can arise at three main levels in any organization:
Organization as a whole
Subdivision
Employee.
An example of a training need emerging at the organizational level: when implementing an automated information system, almost all the personnel of the organization need training in two areas: the rules of interaction with other departments within the new system and specific techniques and methods of work in their workplace.
The need for training may arise at the department level, for example, in this case. The department is recruiting a large group of new employees. All of them need training in several areas: familiarity with the products / services of the organization, learning about the structure of the organization and interaction in it, and, most importantly, mastering their own jobs.
At the individual employee level typical is the need for training caused by his relocation, for example, an appointment to a managerial position. A good professional promoted to manager needs training in managerial skills.
METHODS FOR IDENTIFYING TRAINING NEEDS
It is also worth thinking about who And How is required to identify these needs.
By and large, training needs should be identified by all employees of the organization who notice them! Such activity in the organization should only be encouraged. Of course, first of all, this is a function performed by management of the organization and department heads all levels.
However, the personnel service should play a methodological and organizing role in this work, and specifically - training manager. He must help the managers of the organization in this work, both at the level of the organization and at the level of departments, not forgetting the rank and file. employees, whose role in identifying their own learning needs is also significant. (Who knows better than the employee himself what he does not know or does not know how to do?)
Let us now consider the methods (technologies) for identifying training needs, the list of which is given below:
Analysis of the results of interviews and testing when hiring new employees.
Analysis of the performance of new employees during the period of induction (adaptation).
Analysis of the results of evaluation (attestation) of employees.
Questioning of heads of departments and employees.
Interviewing department heads and employees.
Analysis of special external information.
Analysis of technology changes.
Preparation of decisions of the governing bodies of the company.
Analysis of the decisions of the governing bodies of the firm.
Analysis of expected personnel changes within the firm.
Analysis of the results of interviews and testing when hiring new employees
Not every Russian company considers it expedient to train newly hired employees. The prevailing opinion is that only employees who are fully prepared for work should be recruited. However, gradually, not without the participation of Western partners, many Russian companies are introducing mandatory short-term training for newly recruited employees. The organization of such training, of course, requires clarification of needs. So we return to the title of this section!
The main role in the implementation of this technology for identifying training needs is played, of course, by the personnel service, since it is she who organizes the assessment of candidates.
Analysis of the performance of new employees during the induction period (adaptation )
Conducting adaptation of a newly hired employee allows him to enter the workflow of the organization. However, in the course of adaptation, shortcomings of the employee may also be revealed that hinder his effective work in a new place. And here there are two options. The first, unfortunately, often encountered in the practice of some trading companies when recruiting employees directly involved in trading (sales representatives, managers, etc.), is to let the employee work until the end of the probationary period, and then dismiss him as not suitable for this position. The second is to organize employee training in one form or another.
Analysis of the results of employee evaluation
This is a traditional Western management method for identifying training needs, which is sometimes even considered the main one in the corporate training system. Let me express a blasphemous thought. Perhaps this method was the main one in the era of sustainable progressive development of business in the West. But in an era of continuous change, business globalization, mergers, acquisitions, etc., it is hardly rational to determine the training needs of each employee of the company once a year and, moreover, exclusively individually. This is about Western business. Well, in Russia, where there is no smell of stability, wait until January to plan the training of manager Ivanov next December ... Continue the phrase yourself.
Nevertheless, it is not harmful to miss the opportunity to assess the gap between the actual and required qualifications of workers, identify typical gaps and plan to eliminate them. The main thing, in my opinion, is not to put too much hope on this method and not consider it the only one.
Questioning of heads of departments and employees
This method should be used to quickly identify the needs for training large groups of specialists on professional topics. The questionnaire should be designed in such a way as to unambiguously and adequately assess the training needs. The results of the survey should be the basis for determining who and what needs to be trained.
The requirements for the content of the questionnaire follow from the above. It should formulate the main elements of a possible gap between the necessary and actually existing knowledge. In fact, the content of the questionnaire should be nothing more than a proposed list of questions for the training program.
The answers to the questionnaire will help to form groups of employees that are homogeneous in terms of level and needs for training in this area.
Interviewing department heads and employees
The changes taking place in the company can be of different "caliber" and different speed. Major changes, determined by the decisions of the governing bodies of the company, do not happen all that often. Much more often there are changes within individual departments and areas of work.
These changes are difficult or even impossible to track at the organizational level. In this regard, one of the most important technologies for identifying training needs is holding regular meetings and conversations between the training manager and the heads of departments.
These meetings can also serve to prepare decisions of the company's governing bodies (see above).
To increase the effectiveness of conversations with managers and employees, it is advisable to use questionnaires specially designed for this purpose.
Analysis of special external information
Special external information here means any information about changes in the external environment (economic, legal, etc.). This information can be taken from official sources, information and analytical publications, materials of conferences and seminars.
Analyzing information and drawing conclusions from it, leading to changes in work and causing training needs, is, of course, mainly the prerogative of specialists in their respective fields. However, the training manager must also follow the main review sources of information so that important changes do not come as a surprise to him.
Analysis of technology changes
Changes in the technologies used in the company's production processes also need to be systematically analyzed for the possible need for staff training. Obviously, training is almost inevitable in the event of a change in the equipment or software used by employees.
Changes in technology are not always so obvious. For example, technological changes also include intangible changes, such as changes in workflow, including the emergence of new types and forms of documents.
Analysis of the decisions of the governing bodies of the firm (participation in their preparation )
Any changes in the company's activities are formalized in the form of decisions of its governing bodies (Board of Directors, Management Board, committees, councils, etc.). The training manager should, at a minimum, get acquainted with these decisions in a timely manner, analyze them in terms of possible training needs and make appropriate proposals for correcting the plans and budget of the company.
Even better, if the training manager does not just monitor ready-made solutions, but participates in their preparation - personally or through the HR director. Then the necessary measures to organize training will appear in the decisions of the executive bodies of the company already at the stage of their preparation.
And the most ideal option is when not the training manager or the HR director, but the heads of departments themselves, when making plans and preparing decisions, include personnel training activities that accompany and support the planned changes.
Analysis of expected personnel changes within the firm
Any company that cares about its future manages the movement of key employees by building career plans for them. Such plans take into account the possible movement of employees horizontally and vertically. Each of the movements must be accompanied by appropriate training.
SUMMARY
A firm with a high level of career planning may be standard plans- something like "career routes", equipped with "direction indicators" in the form of mandatory training and other developmental activities. These plans should be known to all employees of the relevant departments. In this case, they have a clear idea of what they need to achieve and what training they need to undergo in order to advance.
The main source of learning needs are changes of all kinds and of any origin occurring in or around the organization. These changes affect the requirements for the employee at his workplace, and are specified in group or individual training needs.
To identify training needs, leaders at all levels and the HR department should use a variety of technologies, including information analysis, conversations, questionnaires, etc. It is especially important to identify future training needs in the process of preparing important decisions aimed at implementing changes in the organization's activities.
The process of identifying learning needs ends with the setting of specific learning objectives.
October 13, 2018 Courses for leaders. Sales training. . Training center "Practician"QUESTIONNAIRE to determine the need for employee training
Dear Colleagues, I bring to your attention a questionnaire to determine the needs for training employees. The questionnaire can be used by the HR department. Based on such a survey, a decision is made to train an internal or invite an external coach. Also, based on the results of the survey, an individual employee development plan can be drawn up or adjusted.
QUESTIONNAIRE for evaluation
staff training needs
Full name of the employee |
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Subdivision |
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No. p / p |
Question |
Answer |
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1. Questions to determine your training needs |
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What are some of the most challenging tasks you face in the workplace? |
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What is the reason for the difficulties in performing these tasks, in your opinion? |
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What do you need to be able to do and know to overcome these difficulties? |
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Why is it important? |
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What will be the best learning outcome for you? |
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What changes do you expect in your work after the training? |
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Are you ready to study in your free time? |
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What areas of study would you be interested in? Please tick |
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2. Questions to determine the training needs of your employees |
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What are the most difficult tasks your employees have to solve? |
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What is the reason for the difficulties in the performance of tasks by employees, from your point of view? |
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What do your employees need to be able to do and know to overcome these difficulties? |
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Why is it important? |
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What will be the best result of training your employees? |
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What changes in the work of employees do you expect after the training? |
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