"Human Resources Department of a Commercial Organization", 2012, N 7

STAFF TRAINING AS IS

Today, more and more employers are coming to understand that it is a trained, highly qualified employee who is a decisive factor for the survival and development of an organization. And the employees themselves realize that a decent professional level and qualifications are a guarantee successful work and high income.

But does any training give the desired result? Why are some employees enthusiastic about learning while others see it as punishment? When does learning become a powerful motivating factor, and when does it discourage any desire to work? What will make training effective?

In the age of globalization and rapid changes, it is increasingly difficult for companies to remain relevant, modern, and meet the growing needs of their customers. The number of competitors is growing, new products and new technologies appear. In such conditions, organizations are in dire need of qualified personnel capable of competently managing and working effectively, ensuring high performance results. Most organizations are faced with the need to prepare staff for current and future changes.

Learning functions

Learning is an important but very difficult process. Even before the start of training for employees, it is necessary to do a large amount of preparatory work, to understand why, who, what and how to teach.

While playing a significant role in human resources management, training has two important functions:

1. The acquisition of new skills and abilities allows the employee to more efficiently fulfill the production tasks set by the company, and the latter - to more fully use the employee's labor potential.

2. The employee's feeling of high professionalism and recognition of the management increase job satisfaction, which, in turn, motivates them to work even more productively.

When organizing training, you need to remember that even the most open-minded adults have some inertia, inflexibility of thinking, inability to switch to a new way of solving a problem. In particular, therefore, it is difficult to induce an employee with a varied experience in achieving goals to induce to change their usual behavior, if it previously gave some results, and even more difficult to force to re-do what in the past brought failure. According to experts, the effectiveness of training (the ratio of training costs and real positive production results) for adults is 12 to 20%.

Employees do not perceive and assimilate information in the same way, so it is important to pay special attention to individualization of training, to increase self-esteem and self-esteem of each student. As a rule, people want to learn if they understand the need for it and see how the result will help them improve their performance. They often strive to take an active part in learning, to bring their own experience and their own life values, correlate the information received with their goals and objectives.

Chinese folk wisdom reads: "Tell me and I will forget. Show me and I will remember. Involve me and I will learn." Actually, this is confirmed by statistics, according to which only about 20% of information is perceived by ear, while no more than 2 - 3% of information remains in memory without practical consolidation in a month; visually, a person remembers about 30% of the information, and after a month, no more than 10% remains. And only with independent practical work, information is absorbed by 70%, and after a month it is restored in memory by 50%.

Teaching methods

Training can be carried out different methods(the degree of perception of information by employees directly depends on the type of training):

V lectures are the simplest and most familiar type of training, giving

training requires the least investment of time and effort, but also the least

productive;

V seminars, where information is first given, a lecture is read,

the material is shown, and then there is a discussion of what he saw and

heard. Conducting seminars does not require special preparation,

therefore it is often used by managers;

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V trainings are the most effective type of training. They allow

to work out the proposed actions in the game, but close to

real situations, to form specific skills.

There are many other teaching methods: business and role-playing games, behavioral modeling, case studies, on-the-job training, internship, mentoring, etc. Each of them has its own advantages and disadvantages. When planning a training, many factors must be taken into account in order to correctly draw up its program. When choosing a particular teaching method, one should focus on specific goals: acquiring new knowledge, developing skills, developing certain attitudes, behavioral models, and values. To achieve a set of goals, it is necessary to use several teaching methods.

Learning as motivation

The correct approach to the training process can make it one of the essential factors of motivation, which will allow for a long time both to attract new specialists and retain existing employees. Timely and high-quality professional development increases the efficiency of the work of individual specialists and the enterprise as a whole.

According to research, additional training is a motivating factor on average for 40% of working specialists, and the need for self-improvement is the second most powerful need after interesting, socially useful work.

Before you start planning training events, it is advisable to analyze the main motives of employees and, based on this, draw up training programs. Depending on the type of motivation, employees may consider the learning process as a way to improve professional development and career growth, as a prospect of increasing their income (a competent specialist earns more), as an opportunity for creative self-realization.

The most sensitive to motivation by training are highly qualified personnel - top managers and leading specialists. The management team can be offered full or partial payment (with or without installments) for the second higher education, postgraduate studies, training courses. For the leading specialists of the enterprise, the most significant is the second higher education. Providing the opportunity to participate in seminars, conferences, round tables will also serve as a powerful incentive. Participation in these events significantly increases the professional level, provides an opportunity to communicate with colleagues, discuss current issues of the enterprise.

Middle-level specialists can be interested in obtaining specialized higher education, training in refresher courses, professional retraining, etc.

By hiring students and young specialists without experience, the company has a chance to get competent and loyal young specialists in the future. It is advisable for students working in the company to offer a short-term or long-term internship program, you can attach a mentor to them, take on a part-time basis. One of better ways training and motivating young employees - attaching an experienced mentor to them. A specialist trained within the company is more loyal to the employer, more focused on high results in comparison with specialists hired from outside.

If the company employs unskilled employees, the risk of losing its client increases, the business will cease to develop and make a profit. On the other hand, there is always a risk that the employee, having learned, will go to competitors and apply the knowledge gained for your money there. It is difficult to insure against this. This risk is especially great when taking young specialist... A company can invest a lot of time and money in it, but, having received the necessary experience and knowledge, it will never become a single whole with the organization and the team ...

It is important not only to train a specialist, but also to invest in him emotionally, to create conditions in which he would be comfortable working. The employee needs to be motivated by the awareness of his value and usefulness, to show the prospect of his further development within the organization. It is important that he has a sense of confidence in the future, then he will not "look to the side."

Training is an important component of the motivation system, which ultimately should stimulate personnel to realize their personal interests through the achievement of the company's goals. This is the ideal. In fact, there will always be employees who stubbornly refuse to change and master new patterns of behavior, explaining this by their rich experience and work experience or by the fact that they do not quite understand the essence of the training initiated by their management. At any opportunity, such employees try to avoid participating in training events. But often this is not due to laziness, but to an uninteresting and / or ineffective organizational process.

An orderly referral to training can cause negative emotions, especially if the employee does not see the connection between training and his activities. Motivation is negatively affected by training in the employee's free time, as well as irregular, unsystematic training and the absence of post-training activities.

Types of training

Companies can provide one-on-one training for individual employees, usually key specialists and senior management, or group training, for example, line personnel and middle management.

Individual training (participation in development projects, internships and temporary replacements, mentoring, etc.) is a powerful motivational incentive and can become a decisive argument for or against working in a particular company. It is either initially included in the motivation package for a specialist, or is used as one of the retention tools. Using this form of training, you can grow a highly qualified specialist.

Group training is primarily aimed at improving the qualifications of personnel, and secondly, at improving the motivational climate. Such training can be carried out in the form of lectures, professional seminars and master classes, trainings for professional and personal growth, retraining and advanced training courses. It forms a positive image of the employing company, provides an opportunity to receive feedback and support from colleagues in the process of acquiring knowledge, and gives a team-building effect.

Group training is divided into training, retraining, advanced training, social and psychological training.

Personnel training takes place in two directions: training of already working employees (advanced training, retraining) and newcomers. Training is used when it is required to provide the necessary qualifications to persons who do not possess it.

Retraining of personnel - training associated with the need to change the specialty due to changes in professional structure employment, the employee's ability to work, etc. It is usually used in case of reorganization or change of the company's work profile, or in individual cases when it is necessary to transfer a particular employee to another structural unit.

For your information. According to the Regulation on the procedure and conditions professional retraining specialists approved by the Order of the Ministry of Education of Russia dated 06.09.2000 N 2571, such retraining is independent species additional vocational education, which is carried out by educational institutions. Its goal is to improve the knowledge of specialists for obtaining additional qualifications and for performing a new type of professional activity.

Professional development - training of employees who already have certain professional skills, due to a change in the nature and content of work in the position, moral obsolescence of knowledge. At the same time, the previously acquired qualifications must be preserved, brought in line with the changed situation or used for professional career advancement. It is used to improve professionalism or in cases when the level of work of the enterprise itself is raised, more modern equipment is purchased, etc. Usually it is aimed at a specific group of people.

Socio-psychological training - teaching the entire team or its individual groups of communication skills, training of interpersonal sensitivity; overcoming personal complexes and barriers in communication; time management, teamwork, negotiation techniques, solving conflict situations; and others. It is used to improve the efficiency of personnel, their psychological adaptation, to create a favorable microclimate in the team.

How to make training effective?

The most common reasons for ineffective training are:

V lack of a clear learning goal linked to the organization's strategy;

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V choice of weak or inappropriate to the specifics of the program;

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V lack of post-training support;

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V incompetence of the coach.

What goals does the employer set when planning to conduct staff training? As a rule, this is the introduction, development and strengthening of innovations, the creation of an effective team of like-minded people, the formation of a team spirit, an increase in the level of qualifications of personnel, the development of skills for quick response and problem solving, elimination of the source of problems, replacement of absent or dropped out workers.

An employee, through training, seeks to maintain and improve his professional level, to obtain new information about the market, organizations and people influencing the company's activities, to broaden his horizons.

The correct setting of learning goals allows you to better and more accurately determine the requirements for students, to understand where the main efforts should be directed, that is, to highlight the main priorities in learning.

Training programs selected on the basis of "this is fashionable now", "all competitors are learning this", "let's teach now, and we'll see", etc., instead of giving employees fresh knowledge and developing new skills, they amuse them or interfere with work, not bringing the organization closer to solving the tasks it faces.

Post-training support plays an important role in consolidating the acquired skills. It can be provided in the form of feedback on the results of training, recommendations to management, telephone consultations, additional reinforcing mini-training, transfer of specially selected literature, etc.

Learning is a dynamic and continuous process. You cannot teach one day and calm down. This must be understood both when developing educational programs and when deciding on their funding. Learning alone does not make people smarter. Conscious employees use it to organize their knowledge, gain experience, and broaden their horizons. And the irresponsible waste the time, effort and resources of the organization. And therefore, before starting training, you need to answer the question: "Employees do not know how to work well or do not want to?" It makes sense to conduct training only in the first case.

V. V. Askarova

Journal Expert

"Human Resources Department

commercial organization "

Signed to print

• Education, Development, Trainings

Keywords:

1 -1

In the modern world, the problem of adaptation of organizations and employees to changes in technologies, equipment, and production of goods is increasingly arising. All this requires new skills, knowledge and skills from employees, so you need to train employees in your organization. It is also worth recalling the professions for which advanced training is mandatory.

The main goals of staff training are:

• Increasing the level of productivity
• Providing employees with professional knowledge and skills
• Increased staff motivation
• Reduced staff turnover
• Acceleration of adaptation of new employees

First of all, training is internal and external. Let's take a look at the features of each.

1. In-house (corporate) training

Typically, programs this training are created for a specific company, i.e. the content of the training and its timing correspond to the needs of the organization. The trainees carry out practical work that is aimed at solving the problems facing the organization. Also, the training uses the equipment and technologies of this company. Unlike external training, training of a large number of employees is provided. It can also be noted that this method helps to maintain team spirit and team cohesion in the organization.

However, in-house training also has its drawbacks.

First, the management has to take on additional workload, because they act as teachers. But this problem does not always arise, since the organization can attract a specialist from a third-party training company or training center, while the focus on the organization's goals remains.

Secondly, there is no exchange of experience and the influx of fresh ideas from outside.

2. External training

External training is carried out thanks to a special organization that trains personnel. This will require significant costs on the part of your company. The problem with this method is that the training does not take into account the goals and needs of the organization. In addition, during the training process, employees will not be able to fulfill their duties, which will affect the profit of the organization.

It is fashionable to attribute to the advantages the fact that the personnel will be trained by professionals. Employees will have the opportunity to exchange experiences with colleagues from other organizations and make useful business contacts.

Teaching methods

When the company has decided on the form of training, the training method is chosen.

The in-house form includes:

• Briefing - general information about the work is transferred to the new employee.
• Mentoring - a more experienced one is assigned to a new employee, who helps to adapt in a new team, answers emerging questions and monitors the performance of work.
• Rotation is a temporary transfer of an employee to another place of work in order to gain new experience and improve qualifications.
• Shadowing - this method is actively used in companies in the West. This method is interesting in that senior students can observe the work of a specialist for several days. Thanks to this, the student can understand whether he really likes this position and what difficulties he may encounter during work.

The external form includes:

• Trainings - the format of this method is aimed at assimilating new material and gaining new experience, theory and practice are combined, which has a beneficial effect on the effectiveness of training. However, trainings are expensive.
• Seminars - this method is good in that they conduct joint discussions of the material received, which implies the possibility of discussions and exchange of experience.
• Business game - a real working situation is considered in the form of a collective game, where each participant is assigned a specific role.
• Self-study is the simplest teaching method, because neither a teacher nor a special room is required. An employee can study when it is convenient for him and where it is convenient, but this requires the student's desire to master new knowledge.

Can an employee take the initiative to improve his qualifications and undergo training on his own?

The question of the need for training and advanced training of the employee must be decided by the employer and create conditions for its safe passage. If an employee decides to undergo training on his own, then he must pay for it himself. At the same time, training should not interfere with working time, since release from work or combination with it is organized by the employer only when there is an obvious need for this training.

However, an interested manager can go to a meeting and encourage the employee's desire to improve professional skills by fully or partially offsetting his training costs.

In any case, it all depends on the internal order of the company and the atmosphere in the team.

Mandatory training for employees

In addition to the overdue subjective need for personnel training, there is also a legislative obligation for a number of professions and areas.

For example, regular training on the fire-technical minimum and labor protection is mandatory. Also, professional development is mandatory for medical workers.

If the organization has vehicles on its balance sheet, then it cannot do without annual training of drivers and those responsible for transport safety.

Thus, training of personnel is a necessary process in which the mastery of knowledge, skills and abilities of students is achieved. Personnel training is effective when the spent training costs have paid off, and labor productivity has increased.

The success of any organization depends on the professionalism of its employees. Now managers no longer ask the question whether it is necessary to train personnel. Yes, this is a costly item of expenditure, but a very important one. First of all, the qualifications of employees will increase, which will meet the requirements of the market, as well as the prospects for career growth and motivation will increase.

5 reasons why you need to train staff

Consider five reasons that confirm the importance of training:

1. If subordinates are now just coping with the work, then after training they will be able to perform tasks many times better and faster.

2. The more experienced the employees, the more options for the further growth of the company.

3. It is more profitable to develop an employee than to hire a specialist from outside.

4. Interesting training can become the main non-material motivation for employees.

5. The manager will not worry when he goes on vacation, because he will always find a reliable replacement.

Cons of staff training: when you shouldn't train staff

• If there is no confidence in the employees, it is likely that after professional development they will go to work, where they will offer better conditions.
• If the company does not plan to develop, and the skills of the employees improve, they will not be interested in working in such an organization. We figured out the pros and cons of employee training. Now let's get acquainted with the views.

Main types of personnel training

For the training of personnel, training, retraining and advanced training are used. The type is chosen depending on the goals of the company.

Various forms and methods of personnel training are used: short-term, long-term and continuous, group and individual.

Short-term will save time and money, long-term will bring more benefit to the employee, and continuous ones are aimed at maintaining and developing professional level workers - they represent a set of activities.

Individual ones are meant for one person, and group ones are for a team.

Employee training methods are very diverse:

The methods are divided into active and passive. Knowledge can be obtained both at the workplace and at home.

So that you know how to train employees and get profit from this for your company, we will tell you about populartechniques.

Remote education... This format is often used by companies. Communication between teacher and student is carried out using the Internet. The student receives material for study and completes assignments. The level of knowledge is determined by testing. The course can be taken anywhere and anytime. The main thing is not to be lazy and complete tasks on time.

Video lessons belong to modern teaching methods: it is convenient to use in organizations. The method does not require a search for a teacher and premises. The disadvantages include the lack of communication with the lecturer. Video tutorials are good for explaining complex and controversial topics. Better to see or hear once than read seven times.

Lectures contain a large amount of information, are conducted for a large audience and for short term... Employers tend to be attracted by affordable prices. The disadvantage is the lack of "feedback".

Seminars assume a limited number of listeners. The quality of teaching depends on the teacher's ability to conduct dialogue. The lecturer brings theoretical material to the audience and finds out how the audience learned it.

Trainings. Here, much attention is paid to the development of theoretical material with the help of practical tasks. Unlike lectures, trainers give "feedback" to their students.

Using any of these methods, set the right tasks and find the right solution.

Typical mistakes in staff training

If you are planning to conduct employee training, check out typical mistakes and try not to repeat them:

• The specifics of work in the company are not taken into account, and instead a ready-made course of a successful coach is chosen. As a result, the effectiveness of training decreases.
• Few practical examples are used
• After training, employees do not apply the acquired knowledge in practice.
• When conducting short-term trainings, the knowledge gained is leaked. So, if employees leave, the course has to be repeated - already for new employees.

Do not force colleagues to participate in the training, but motivate

How to improve the efficiency of employee training

If you are a supervisor and you are sending an employee for training, discuss with him before starting the course:

• what questions are important to know the answers to;
• list these questions;
• what result do you expect.

After completing the course, find out:

• what questions the employee received answers to;
• what knowledge he can apply in work and how he will do it;
• when it will happen and where it will lead.

In other words, it is important that at the next meeting, the employee shares new knowledge and tells how it can be used for the good of the company.

If the organization is planning corporate training, it is advisable to hold a meeting and talk about the course, goals and expected result. After you finish, take stock, make a plan for introducing new knowledge into the workflow and follow the progress of resolving issues.

Training becomes necessary when the demands on the work of employees increase. It should be carried out regularly. Prospective participants should be motivated to complete the course.

Everyone will benefit. Employees will learn to work in a competitive business, improve the quality of knowledge, labor productivity, and qualifications. The employer will receive a team of specialists that will take the business to a new level.

Did you know that the effective work of any company without exception is impossible without such procedures as the introduction and adaptation of new employees? If the leader ignores this fact, he can be disappointed. It would seem that before this, the person showed excellent results. And in your new place of work, after two weeks, everything will not get used to it and is more of a hindrance than of any benefit.

Why does this happen? Any manager should understand to himself that even the most promising newcomer employee cannot know all the subtleties and provisions adopted at a new place of work. He, starting to labor duties, proceeds from their own ideas and existing experience, which does not always turn out to be suitable.

Tell him about the company

First of all, a new employee from the very beginning must be confident in the reliability of the company, its value for customers and himself as an employee. He certainly needs to be introduced to the main goals and history of the development of the organization. The manifestation of genuine interest of the listener in this case is a good indicator.

It should be made clear that a new job offers a good perspective for development and professional growth. From the outset, possible career prospects and the actions required to achieve them should be outlined. It is advisable to train new employees with the help of introductory materials. They can be presented in the form of information brochures, presentations or videos containing information about working in your company. Ideally, training materials should be preceded by a greeting and a message from the manager to newcomers.

Knowledge of the assortment of those services and goods that the organization offers on the market will significantly speed up the introduction of new employees into the working rhythm. Having in their hands reference materials in print or electronic form is a guarantee that the employee will not distract you with solving many small issues.

More specifics

It is very important to outline to the newcomer what concrete results are expected from his activities. His view on this issue should not disagree with the opinion of the management. Don't assume that the person will by default understand things that are obvious to you. Any details should be clarified.

A clear job description for each employee is an indispensable condition for the activities of any company. You can evaluate a specific work result using clearly formulated criteria, with which the beginner should also be introduced.

On the initial stage he should be given a very specific task with a result measurable in specific numbers or other indicators. It should be realistically feasible on the basis of the knowledge and skills that a person possesses without additional training.

Since the assimilation of a large amount of new information is not an easy task, a mentor for an employee is not only desirable, but also necessary. One is chosen from among the most competent employees. Set aside time to discuss objectives and outcomes with your mentor.

Human factor

On the very first day of work, the adaptation of a new employee to the team begins. It should be presented to colleagues about what to actually do during general meeting or by bypassing everyone in the office one by one. Separately, pay attention to the newcomer to those people with whom he will constantly interact on the duty of his duties.

Explain the communication methods adopted by the company. If you have a Skype conversation between colleagues, do not forget to add the newcomer to the general chat and provide all the contacts you need at work. The same applies to using a corporate phone with a list of service numbers. In general, a list on paper or electronic media of the names of colleagues with an indication of the positions and the range of duties performed is an indispensable thing for any beginner.

A tour of the office won't hurt either. At first, a "fresh" employee may hesitate to ask about some little things. By suggesting where what lies, how to make coffee, etc., you will make the person feel that they care about their comfort.

Each company usually has its own corporate norms behavior. The induction and adaptation of new employees means, among other things, getting to know them as well. This may relate to a certain dress code, a ban on the use of mobile phones on personal matters during working hours, or the need for employees to register in a special magazine in the morning. It is necessary to inform the beginner about these rules immediately in order to avoid misunderstandings.

Introduction to the position and adaptation of new employees - the main milestones of the path

Let's look at what stages should be broken down the procedure for onboarding a new employee. There are several such periods, and each has its own activities and adaptation methods. The first of them begins even before a new employee joins the team. Another - introductory - lasts during his first working day.

On first working week there is a process of familiarization and general orientation of the beginner. It is about an introduction to the organization as a whole and to its specific subdivision. Then he has to enter the post. The subsequent stages are designated as effective adaptation of personnel to full-fledged functioning.

The whole process ends with an assessment of the results achieved and the adoption by the management of a positive or negative decision on the employee's further stay in his position.

And now - in full detail

The organization of adaptation of new employees begins with finding out at what level of preparedness each of them is. Based on this, a set of adaptation measures is selected (in each case individually). Prepare for the first arrival of an employee workplace... When it comes to production activities, it is required to ensure the availability the right tools and a set of work clothes (the size can be specified in the application form when applying for a job). If the new job is of an office nature, a completely free table with a chair, a computer and other necessary equipment is organized.

When a workplace needs to be supplemented with any new equipment, the need for this must be reflected in advance in a special application sent to the administrative department.

An approximate plan for entering the work rhythm should be sketched out by the manager in advance or exist in the form of a standard "Personnel adaptation" blank for the main range of available positions. This document should not exceed a page in length.

The beginner must be assigned a mentor, and also the issue with the passage must be clarified with him. medical examination... The team is informed about the arrival of a new colleague. If a candidate for a managerial position is being considered, he, as a rule, is invited to get acquainted with future subordinates before going to work.

What happens on the first day of work

On the very first day of the employee's appearance at the new workplace, registration should be made in the personnel department and familiarized with all necessary documents... Their list usually includes job descriptions and a list of required local regulations. At the same time, an employment contract must be signed and the internal regulations must be studied.

An introductory conversation with a newcomer held on the same day consists of mandatory points - the main points of instruction on safety are discussed, labor remuneration with clarification of information about bonuses and bonuses, as well as the conditions under which revisions or changes are possible wages... All are clearing up possible questions regarding work schedule, vacation and sick leave payments.

The newcomer is duly informed about fines and penalties, as well as about the obligations under the probationary period and the requirements imposed during it. It is imperative to explain to him which of the parameters will be subject to special control, and who to contact with any questions that arise.

If there is a "newbie kit" (a collection of information materials), as well as a fresh release corporate newspaper, they must be handed over to the new employee.

On the same day, a small excursion to the unit and acquaintance with colleagues should be organized. Particular attention should be paid to the conversation with the leader and mentor, containing explanations on the points of the plan, according to which you will enter the position. An important issue is the organization of conditions for the introduction of a corporate information system into the database with the creation of a separate e-mail address.

Acquaintance with the organization of the enterprise

The first week of work is considered the familiarization and general orientation phase. At this time, the employee gets to know the company as such, its corporate rules, labor regulations, as well as its traditions, history and unspoken norms and guidelines. If a beginner has experience of working in similar structures, the adaptation period will pass quickly and painlessly, but in any case, the situation will be to one degree or another unfamiliar to him due to the specifics of a particular activity.

What organizational arrangements should be foreseen for this period? It is necessary to arrange for the participation of a newcomer in an introductory corporate training, consisting of a detailed tour of the entire enterprise, watching an information video or a film, visiting (if any) a corporate museum. The employee is introduced to the management of other departments and the necessary documentation is handed over to him for study.

The degree of involvement of the future colleague in the system of values ​​and attitudes approved by the organization depends on how well this stage is carried out. During this time, the seeds of commitment and loyalty are laid. Employee gains mass new information on the number of departments and the order of work in each of them, their location and features of their activities. He assimilates the management policy regarding personnel, the content of the discipline requirements, the availability of career opportunities and the available benefits.

In the mind of the newcomer, the necessary information is deposited down to the smallest detail - the organization of lunches, smoke breaks, the accepted style of communication between colleagues and other everyday details. The induction and adaptation of new employees with regard to these little things may be entrusted to the HR manager.

In its department

The procedure for introducing into the unit is the formation of the attitude to work in a team. The new employee should be familiar with everyone with whom he will communicate in the course of business. He should be aware of the internal rules of his department. With a mentor - a fruitful cooperation has been established, and the replacement of the latter is possible with the transition to new stage adaptation.

In the early days, the group manager or one of the most experienced employees can act as a mentor. Ideally, when the head of the department can carve out some of his own working time to perform such duties. Usually, the immediate supervisor is in charge of theoretical issues. At the stage of development and practical activities the beginner is accompanied by an instructor-mentor. Most often this applies to the sales department and joint visits to clients.

We continue to get used to

At the second stage, which implies entering the position, relationships with colleagues are established and the basic functions of both the unit and the employee himself, as well as the basic rules and procedures, are learned. This continues as usual for the first three working months. The mentor or direct supervisor issues a newcomer with documentation containing the main points needed in the work.

The employee masters at a new workplace, specifies where certain documents are stored, masters office equipment (copier, fax, own work computer). The skills necessary to carry out work in this position are specified and concretized.

At this stage, the mentor should outline those goals and objectives, the result of the achievement of which will be assessed at the end of the trial period. The employee must be properly informed about the criteria by which his work is to be judged. He should be familiar with the frequency of reporting, as well as its forms. It is necessary in every possible way to maintain feedback with the employee to clarify individual issues and adjust mutual expectations.

Changing the status

The stage of effective orientation consists in the gradual entry of a beginner into new status and building interpersonal relationships with colleagues. It should encourage active action employee in various fields of activity, checking and clarifying how information is acquired. Here, as never before, it is important to support him as much as possible with an assessment of the effectiveness of certain actions.

Upon completion, his employee enters the stage of full-fledged functioning. It is characterized by the completion of overcoming problems, both production and interpersonal, with the transition to a state of stable work. With the proper effectiveness of the adaptation process, this is possible after only a few months from the date of admission. This shortening of the entry period helps the organization reap significant financial benefits, especially when hiring new staff in large numbers.

At all stages of adaptation, it is very important to ensure effective interaction with the one who is assigned to the role of the mentor, monitor compliance with the plan, monitor the employee's participation in training programs and ensure that he is provided with any necessary materials and tools.

Summing up

At the final stage, an analysis of the success of the adaptation process and its individual elements should be made. Usually this stage is timed to coincide with the end of the probationary period. Two weeks before the scheduled date, the manager should be reminded of the upcoming procedure and provide him, together with the mentor and the employee himself, with forms to evaluate the latter's work during the trial period. No later than three days before the date of completion of the deadline, it is necessary to control the completion of such assessment forms, discuss the results of adaptation and summarize the necessary results.

If the decision is negative, the employee is invited to either new position(translation), or he is notified of the dismissal. When a positive decision is made, congratulations on the successful completion of the probationary period follow and a conversation is held, the content of which is the setting of key tasks for the next working year and the development of an individual development plan.

And further...

At each of the stages, difficulties are possible, called adaptation crises, which are fraught with a state of anxiety and stress.

If (as is often the case in our time) employees are moved between divisions of the company in different regions, the personnel service should work out in advance all organizational and other issues related to such rearrangements. It will not hurt any company to have the necessary statistics regarding the average duration of the adaptation period for newcomers, which will make it possible to organize the work of newly hired personnel as successfully as possible.

The adaptation process can be considered fully completed when the employee finally joins the team and ceases to be a beginner.

• What are the goals of training employees.
• What types and concepts of training are practiced.
• What is special about training staff on and off the job.
• How to evaluate the result of employee training.

Training the company's personnel is the only way to always be ahead. Success in the market and making a profit depends only on how well your employees are able to create, present and sell a product. In this article, we will look at the basic methods of personnel training.

Personnel training in the organization

The market environment puts forward more and more new conditions for business promotion, and success often depends on how well you train and develop your staff.

Aims and importance of staff training

The importance of continuous training for employees modern enterprise it is difficult to overestimate. Just look at the following factors:

• Is constantly being introduced new technique, the production of new goods was introduced, new infocommunication technologies appear.
• The world is becoming a market and competition between countries is constantly increasing. The better the system of continuous education and labor of workers is established in the country, the more likely it will become one of the market leaders.
• The continuous process of training personnel who already work in the company and know the specifics of production and sales of products is ultimately more efficient and economical than hiring new employees.

At the same time, the views on the issue of personnel training from the point of view of the employee and the employer may differ markedly. From the point of view of most employers, the main objectives of the training are:

• Reproduction and integration of personnel.
• Employee adaptation.
• Implementation of innovative technologies and other innovations.
• More flexible staffing.
• Acquiring skills in identifying, understanding and solving emerging problems.

The employee has more practical goals:

• Maintaining professional skills and qualifications at a sufficiently high level.
• Acquisition of additional professional knowledge outside the main field of activity.
• Acquisition of additional knowledge about everything that affects the work of the company - suppliers, customers, banks, etc.
• Acquisition of knowledge in the field of organization and planning of production.

How to identify the need for staff training

Training of employees at the enterprise is primarily aimed at developing their professional knowledge and skills. Ideally, this is part of the company's strategy, and should be planned: during technical re-equipment, modernization of production, expanding the scope of activities, etc.

There are additional reasons - a sharp decline in the production or financial performance of a company or specific departments, changes in existing legislation, etc.

In medium-sized companies, the staff training program and rules are developed by the employees of the HR department. On the large enterprises there is a special training department in charge of the development of professional knowledge and skills.

For the competent organization of employee training, it is necessary first to find out how necessary it is. For this, standard methods are used:

• Audit of personal files of employees of the enterprise... In the process, it is clarified how long ago the employee received basic or additional education, whether after that he underwent retraining courses. Some professions require advanced training on average every 3-5 years.
• Probation... Upon completion, a decision is made to conclude a contract with subsequent advanced training, or to refuse to hire.
• Collection of applications... Sometimes requests for personnel training in an organization come from below - from the workers themselves. Sometimes the leaders of structural divisions act as initiators. Sometimes the process of training employees is initiated by the administration of the enterprise.
• Worker certification... It happens next, unscheduled, can be carried out after a probationary period or during a transfer. After certification, a special commission develops individual recommendations for each employee on training, self-training and skills development.

Types and concepts of personnel training

Depending on the needs of a particular enterprise, the results appraisals etc. a decision is made on what type of personnel training should be used in this case.

• Staff training. There is specific work to be done. For example, new equipment has arrived. Employees should receive special knowledge, skills and abilities, which should be enough to master new realities and perform work efficiently and on time.
• Retraining of employees... If an employee changes his profession, as well as with a significant change in the requirements for the profession itself, a radical retraining of employees is required, the acquisition of completely different knowledge and skills than those that he had initially.
• Training... The employee remains in his profession, in his place, and receives additional knowledge and skills that will help him in performing work, moving up the career ladder, etc.

In accordance with these types of employee training, domestic and foreign specialists have developed 3 concepts for the education of qualified personnel of the enterprise:

• Specialized education... It has a limited horizon of events and is limited either by the present moment or by the immediate future, as well as by the unchanging workplace. It is ineffective in the long term, but it is popular among workers as a way to strengthen self-esteem and maintain their place in the moment.
• Multidisciplinary training... More efficiently from the economic point of view and directed to the future, it increases the mobility of the employee. This creates some risk for the enterprise: the mobile worker has the opportunity to choose, and, in comparison with specialized employees, is less tied to his workplace.
• Personality-oriented learning... Each person has a certain set of qualities, both innate and acquired. This concept provides for their development and direction for specific activities.

How to save money on employee training

What to do if worsened financial position is the company forcing you to cut your employee training budget? Implement a culture of self-learning. This way, you will reduce personnel development costs and be able to quickly respond to market changes.

Learn more about how to do this in the article. electronic journal"General director".

Choosing the form of staff training

Professional development of employees can be organized both by the enterprise's own resources, and it can be given to outsourcing... Let's consider in a little more detail.

Internal option... Possible if the company has a personnel development department. It is also possible if the staff has a sufficient number of reputable and experienced mentors who are able to train less experienced workers, supervise their work, and draw conclusions. The main advantage of the internal approach is non-separation from production, the ability to apply the acquired knowledge in practice. In addition, there is a link to the needs of a particular department and company.

External approach... If the company does not have an appropriate department and there are no reputable specialists, employees can be sent to specialized courses. You can also invite outside teachers. Sometimes this approach is more costly than organizing training within the company, sometimes less. It all depends on the number of trainees, the specifics of the company's work, etc. Another nuance - with an external approach, training is more general, without reference to the specifics of a particular enterprise.

The choice of a particular form, or their combination, depends on the strategy of the enterprise, its plans, goals and means. For example, a company is going to enter the international market, in connection with which some employees need to improve their level of ownership foreign language... The certification carried out showed that the level of proficiency among employees is at different levels: some need to master it from scratch, others need to refine their professional vocabulary, and still others need to improve their speech. In the first case, training of employees of the organization is carried out within the company, in the second, passing third-party courses is suitable. In the third - multidisciplinary work, as well as self-education.

Workplace employee training

Each form of education has its own set of methods. Some forms are possible only in a specific enterprise - for example, training for jobs that are rarely required in production process and there is no need to take additional courses to complete them. Also, the company uses such techniques as rotation, coaching.

Consider the main methods of training personnel on the job.

Mentoring

If the company has experienced employees, they can be assigned to newcomers. They will give assignments, check the student's level of training and the quality of work, give advice.

Rotation of personnel

Rotation is a change of activity, temporary or permanent. In this case, with a very specific goal - to acquire new experience, knowledge, skills, professional qualifications... Depending on the needs of the company and the employee, the degree of training, etc. a person can spend in a new place for himself from several days to several months.

Complicating tasks

First, the beginner is given the simplest task - for example, grind a bolt or write a small part of the source code of the program. If he copes, the next task is given. And so, gradually complicating the tasks, they make a professional out of him. After a while, it will perform new job at a qualitatively different level.

Production briefing

The student receives minimal information about innovations, gets acquainted with the working environment, new equipment, and adapts to new conditions. If additional training is required after this, you can use any of the described approaches.

Shadowing

Personnel training methodology in practice. This method is used in companies that oversee colleges and universities, recruiting graduates. Graduate students are given the opportunity to spend some time next to a specialist, observing his work in real conditions. Thus, the beginner gains a little experience of real work, and those who do not like such work are automatically eliminated.

Off-site employee training

In production, practical training and coaching for specific operations is possible. Any theoretical program remains either on the conscience of the employee for further self-training, or is conducted in special courses outside the workplace.

Let's consider the main methods of training employees outside the enterprise.

Lectures

On the one hand, this is one of the most popular ways to improve the qualifications of employees. On the other hand, it is one of the most difficult. To achieve maximum efficiency, the lecturer must not only thoroughly know the subject, but also be able to work with the audience, control the attention of the audience.

Another nuance - the lecture teaches you to automatically accept someone else's opinion. Most of the listeners take notes after the lecturer, without further checking facts and figures.

Seminars

A classic seminar is a discussion with a predetermined topic. The trainees exchange opinions on this topic, ask each other questions, argue. The lecturer acts as a moderator. The seminar is most often held after the lecture to consolidate the material.

Depending on the subject, the discussion can be alternated with business games, group assignments, etc. This allows you to better master the topic under discussion, to work out specific issues. Unlike a lecture, where the number of listeners is quite large, the seminar is intended for a limited audience - no more than 20-25 people.

Training

Training is analogous to a seminar, but with an emphasis on practice. At the seminar, they talk about a specific problem or issue (for example, about cold sales), at the training they apply the acquired knowledge in practice - for example, they make a call to a real client of the company. In this way, both newcomers and old-timers of the company are trained.

Distance learning

Majority large companies practice distance learning, or eLearning. According to the most conservative forecasts, the global e-Learning market will reach $ 240 billion in a few years.

Distance education is as follows. The company opens a training course on the Internet website and uploads all the necessary materials there: books, presentations, video tutorials, regulations, e-courses. Each employee of the enterprise receives his own username and password. At any time, he can go to the site from any gadget - computer, smartphone, tablet - under his credentials, study the proposed material, and then take a test. Reports are sent to the manager on the desk, in which he can see how much time employees spend on taking lessons and tests, what courses they are interested in, in which they make mistakes.

The main advantage of the remote approach to personnel training is the ability to train employees from several branches. All data is stored in one place, and every employee gets access to it. The disadvantage is that you have to expand the staff a little. For the creation and maintenance of the site and the development of electronic courses, you will need separate specialists.

Business games

Another method of training personnel outside the enterprise is conducting business games. The training is carried out in conditions as close as possible to real ones. Real practice is taken as a basis. For example, employees in real time must solve a specific problem - sell a product, present New Product, calm down inadequate client... It all depends only on their professional orientation.

As a result, employees learn to behave in a variety of industrial and other situations, conduct negotiations, and substantiate their point of view.

Mixed approach in employee training

In the traditional formulation, a combination of distance and face-to-face approach is called mixed. For example, a face-to-face lesson is held, after which employees study electronic materials and take the course online. At the same time, all materials are available to employees, they can be studied at any time. In another approach, employees first thoroughly study the whole theory, after which they undergo a face-to-face master class, during which the trainer does not touch on the methodology and focuses exclusively on practice.

There are other combined techniques that combine several methods. The main ones include:

• Demonstration and practical implementation of any operations under supervision... The teacher shows the student how to do it. After that, the same operation is performed by an employee, but under supervision.
• Programmable learning... The employee works independently, with the help of a book or a machine, and periodically performs tasks or answers questions encountered along the way.
• Secondment. An employee can gain additional experience not only in his office, but also in another organization. For example, company managers go to some charitable foundation to learn from experience. It is interesting that in Russia this method is used much less frequently than in European countries.

Training of qualified employees can be considered effective if the costs associated with it are in the long term lower than the costs of improving work efficiency due to other factors and costs associated with inadequate qualifications of personnel.

Personnel development system

The personnel development system will help to understand the whole variety of training methods and use them depending on the specific situation, that is, a set of techniques, resources and processes that are necessary to effectively solve production problems and meet the current needs of employees.

The functions of the personnel development system include:

• Analysis and assessment of the professional level of employees.
• Analysis of the personal level of employees.
• Determination of the need for training activities.
• Motivation of staff to study.
• The choice of specific forms and methods of training and control.
• Organization of training events, sending employees to take courses, etc.
• Organization of control activities, checking the assimilation of new materials.
• Analysis of results and conclusions for further work with frames.

How to evaluate the results of staff training

Improving professional skills affects several important factors at once. The employee receives a guarantee that he will remain in his workplace, will receive the prospect of promotion and additional opportunities for self-realization. The organization will receive additional income, clients, and will be able to conduct more efficient activities.

For a competent assessment of the results of training events, several factors must be taken into account:

• Benefit learning is expressed not only in effective work.
• Costs It is relatively easy to assess the wrong approach to personnel training: it is enough to calculate the cost of marriage, damaged materials, customer complaints, and evaluate the work required to correct errors.
• Expenses It is easier to estimate the costs that will be needed to increase the qualifications of an employee on-the-job than the costs of organizing the personnel training process at the enterprise without interrupting the main activity.