The nuances of training and advanced training of personnel at the enterprise. Ways to improve the staff development system Outline ways to improve the skills of operational workers
In the conditions of market competition, the quality of personnel has become the main factor determining the survival and economic position of Russian organizations. When selecting an applicant for a position, they often use the only criterion - the performance of the employee in the previous workplace. But, it should be remembered that this characteristic does not fully reflect its capabilities when moving to a new place. In addition, it is necessary to take into account not only professional and qualification, but also individual and personal characteristics of the personnel. They allow you to quickly adapt to the specifics of a new workplace (new functions, the nature of decisions made, communications, interaction features). This information is contained in personal specifications.
The selection of employees to be trained and the formation of training groups is carried out taking into account the need to train newcomers or to improve the skills of existing personnel.
The growing importance of training and advanced training of personnel for a modern enterprise is due to the following factors:
- - staff training provides a more effective solution of tasks in comparison with competitors, which is an additional source of profit for the organization;
- - changing and improving the knowledge, skills and abilities of personnel contribute to the rapid adaptation of the organization to changing external conditions;
- - training allows the organization to solve the issues of long-term guaranteed employment of employees.
The goals and need for training are determined based on the analysis of the enterprise development strategy, the analysis of the nature of changes or the tightening of requirements for personnel, and the analysis of the results of its assessment. Learning objectives are specific standards that must be achieved by an employee in his practical activities through the acquisition of additional knowledge, skills and abilities in the learning process. The definition of the goals, needs and objectives of training is carried out by HR specialists (responsible for working with personnel in small organizations) in close contact with the immediate supervisor. It is advisable to carry out such work, depending on the rate of change in the external environment, 1-3 times a year. The same persons determine the nature of the distribution of powers and responsibilities between those who organize the work of training personnel. Based on clearly and unambiguously formulated goals, needs and objectives of training, specific requirements for the acquired qualification, the forms and methods of training are determined. There are two main forms of training and advanced training:
With a break from work. It includes various types of learning outside the organization. The enterprise chooses a specialized educational institution (university, technical school, courses), concludes a contract for the training of its employee and coordinates the training program with the educational institution.
At work. This form is the most common, as it provides a quick return on own funds invested in training. Its popularity is also determined by the fact that the employee has the opportunity to implement the acquired knowledge and skills directly at work, which increases the profitability of the organization. On-the-job training also contributes to better assimilation of the material. In addition, the presence of clear learning objectives is an additional moral incentive for professional development.
Ways of training and advanced training in the workplace are:
- - Internship. The internship consists in the study by the employee of the characteristics of work at a particular workplace, which is part of the organizational structure of the enterprise itself or other domestic and foreign companies. One of the forms of internship is rotation - the transfer of an employee to other departments and to other positions. Mastering the specifics of professional activity is carried out in the process of work. It is advisable to use this form before being appointed to a managerial position, in order to obtain the most complete picture of the nature of the work of subordinates. In the case of an internship outside the organization, its management concludes an appropriate contract (on one basis or another) with the enterprise on the basis of which the internship will take place. The internship takes place according to a specially developed program.
- - Training courses and fees. Classes are held directly at the workplace, in rooms adapted for training, or in the training centers of the enterprise. They are usually organized at large trading enterprises. Training is conducted either by the immediate supervisor, or other managers and specialists of the organization, or invited specialists from other enterprises, training centers and institutions. Classes can be carried out in order to inform employees about the most pressing problems of the enterprise, to acquire the skills to perform specific duties, work methods, develop group interaction skills, find ways to solve problems and optimize them. Classes are held both during working hours and non-working hours. The target nature of training determines its duration. The duration of training does not exceed, as a rule, 3-5 days. Studies show that, on average, this form of training, with its competent organization, contributes to an increase in sales by 10-30%.
- - Interview with the immediate supervisor. This method of training is the most effective in terms of the qualifications acquired by the employee. However, it requires a fairly large investment of time from the leader. Using this form is especially effective in conjunction with delegation of authority.
- - Mentorship. It is one of the most common training methods. The functions of a mentor can be different and are determined by the personnel management system operating at a given enterprise. An important role in the training of sales and operational personnel is played by training by the "do as I do" method. It is carried out in the mode of a real working environment by copying the actions of the attached specialist by the trainee with his direct instruction and under his control. The positive point is the cheapness and speed of mastering skills, the disadvantage is possible losses as a result of damage to inventory items, the presence of claims from buyers, customers, and unsatisfied demand. To reduce these losses, it is necessary to have a personal contact between the trainee and the mentor, competent selection of the latter (taking into account personal qualities, his inclination to learn, professionalism), instructing the mentors themselves on the application of teaching methods.
Training of personnel in the workplace is carried out using various methods, the choice of which depends on the goals and objectives of training. The most common methods of training in commercial enterprises include the following:
Reading lectures. This is a form of classroom training carried out in order to inform employees on certain issues of the functioning of the organization (familiarization with the practice of applying current legislation, modern methods and techniques of service, solving emerging problems and property rights.). Lectures are often supplemented by the inclusion of listeners in the process of discussing the material presented. This approach contributes to the assimilation of the material and allows you to outline ways to solve problems that arise in the workplace of trained workers.
Case study - literally translated from English "the study of a case, a specific situation." With the help of this method, the skills of performing operations, human communication, assessing the situation and making appropriate decisions are trained. The bottom line is a joint analysis of the business situation that the student may encounter in the course of their professional activities. In the learning process, an analysis of the factors influencing the development of a decision is carried out, opinions and alternatives are analyzed.
Other learning methods include business and role play, real-life simulations, watching videos, computer-aided learning, discussion method, discussions, self-guided learning, and property rights. A variety of trainings form the skills to perform specific operations, the ability to listen, speak, read quickly, solve problems, work in a team, interact in a group.
The movement of an employee within an organization can also be used as a form of staff development. In organizations, this approach is practiced before promotion, so that the employee can better understand the specifics of the work of the units that will continue to function under his leadership. Transfers can be made at the initiative of the administration, the employee and third parties.
Introduction
The transition to a market economy has set a number of fundamentally new tasks, the most important of which is the most efficient use of human resources. Moreover, this is relevant not only for society as a whole, but even more so for each enterprise, firm, organization. Business is developing. The competition is growing. And the task of any company is not only to survive, but also to remain competitive as long as possible. The success of an enterprise directly depends on the efficiency of its employees. Therefore, the problem of staff training is relevant for many companies.
Changes in the economic and political systems simultaneously bring both great opportunities and serious threats to each individual, the stability of his existence, and introduce a significant degree of uncertainty into the life of almost every person. The introduction and use of professional advancement systems in the work of a personnel manager, in such a situation, is of particular importance, since it allows solving a whole range of issues of adapting an individual to external conditions, taking into account the personal factor in building an organization's personnel management system.
In the current economic conditions of management, when the old system of economic management has already been destroyed, and the new one has not yet been created, it will take a lot of time to form the infrastructure of a market economy. In parallel with the process of formation of new management structures, there will be a process of understanding the new role of personnel in ensuring production efficiency.
State support for small and medium-sized businesses, among the general tasks of developing the economy and the market economy, also provides for the use of innovative technologies in the development of Russian business. This is confirmed by a number of regulatory legal acts and Decrees of the Government of the Russian Federation.
However, the market is already rigidly dictating its own rules for the production and sale of products and services. In the conditions of the “consumer market”, the seller is forced to build his activities based on consumer demand. However, the demand is not limited to the demand for goods. The services market is becoming increasingly important at the present stage of development of the Russian economy. Service, in the general sense of the term, means someone's action that benefits, helps another. Service work, i.e. to meet someone's needs is called a service. It is obvious that the role of personnel in the provision of services to the consumer increases many times, since the quality of the service sector, ultimately, directly depends on the personal and professional properties of service workers.
The problem of developing the potential of service workers cannot be considered comprehensively studied. In the works of both foreign and domestic authors, the general issues of the problems of improving the professional qualities of the enterprise personnel are investigated. This equally applies to the activities of any business entity. So in the works of such authors as M.X. Meskon, M.G. Rogov, S.V. Smirnov, P.I. Tretyakov considered the need for management to improve the professionalism of the workforce of the enterprise. Other scientists consider increasing the potential of employees as an integral part of leadership (M.M. Potashnik), a method of leadership (S.D. Reznik), and the process of creating incentives for work (B.M. Genkin). Despite the diversity of ideas about the process of increasing the potential and qualifications of personnel, almost all researchers note that it is based on the desire of the employee to meet the needs. In various studies, the need is defined as a need for something, a property of the subject, the state of the subject, a specific feeling, the driving force of activity, a special kind of relationship between the subject and the environment, the contradiction between the desired and the actual. Currently, there are numerous classifications of needs according to their content (I.V. Bestuzhev-Lada, E.A. Klimov, D. McClelland, A. Maslow, V.G. Podmarkov, D. Rotter, V.I. Tarasenko, etc. .), based on various bases.
However, despite the high degree of development of questions about the development of the potential and professional qualities of the company's personnel in domestic and foreign management studies (A. Albert, W. Braddick, O.S. Vikhansky, F. Herzberg, E.P. Ilyin, S. B. Kaverin, A. V. Karpov, R. L. Krichevsii, I. D. Ladanov, E. G. Moll, A. I. Naumov, E. A. Utkin, F. Khedouri, etc.), the problem of increasing The potential of service workers is practically not explored and little studied. The lack of scientific publications on this topic often leads to the fact that managers very often use such methods of influence on the development of professionalism of hired service personnel, which lead to demotivation of professional activity. In my opinion, one of the reasons for this situation is the discrepancy between the ideas of managers about the factors that affect the personal and professional potential of employees in the real situation of the service department.
In this regard, the ability to rethink their managerial experience and overcome their own stereotypical ideas about the maximum use of the potential and professionalism of the labor behavior of employees becomes especially important for the heads of service enterprises.
Thus, the main goal of this final qualification work is an attempt to analytically develop proposals for improving the skills of employees in the consulting company FOK LLC.
To achieve this goal, it is necessary to find a solution for the intermediate tasks of the study:
– consider the methods and techniques of staff development and motivation used in the practice of modern management;
– conduct a study of the development of the potential of service workers in the company FOK LLC;
– to assess the effectiveness of the development of the professionalism of employees of FOK LLC and, on the basis of the results obtained, develop proposals for improving the system of advanced training of personnel at the enterprise.
The main hypothesis of this study is the assumption that the mandatory and timely training of top and middle managers in the system of advanced training of managerial personnel, professional training of employees, and in addition, work within the organization to study and research incentives to improve the professionalism of employees, and the degree of satisfaction employees by the existing system of censures and rewards - are by far the most effective methods for the emergence of a combination of internal and external driving forces that can encourage employees to such labor behavior, which, as a result, contributes to the achievement of the ultimate goals of the organization.
The object of this final qualification work is the activity of the management personnel of the company FOK LLC in developing the personal and professional potential of employees of consulting services.
The subject of this thesis work is an innovative system of professional advancement of employees and the effectiveness of its application.
Research methods within the framework of this thesis work are observation, questioning and natural experiment.
The study of the problem of increasing the potential of personnel is of great practical importance, since identifying the most effective methods for stimulating the growth of professionalism of service workers will significantly increase the efficiency of both personnel and the economic profit of each individual enterprise, and therefore improve the economic development of the state.
1. Fundamentals and system of staff development
1.1 Factors, forms and methods of strategic personnel management
Statistics show that many service companies are still in an extremely difficult economic situation. It makes high demands on the work with the staff. Recruitment is declining, the number of layoffs is increasing. The routine of operational work distracts from long-term planning, but this makes strategic thinking even more necessary.
In the context of accelerating innovation processes, dynamic development of the external and internal environment, and especially increasing competition, enterprises are less and less able to realize their advantages in servicing the population, and classical success factors (such as technological processes, pricing systems) often become just a fiction.
In this regard, the role of effective strategic management and, first of all, personnel management, in particular, planning for the development of human resources, its capabilities and prospects, is growing (Figure 1). Figure 1. Strategic factors of innovative personnel management Customer-focused and innovation-driven HR offers a chance to capitalize on the still-hard-to-understand benefits of competition. Already today, a manager in work with personnel should set himself the following questions. What contribution does the management of people make to the results of the enterprise? How can the contribution of the HR department to the activities of the enterprise be measured? How to ensure customer orientation in work with personnel? How to orient staff to customer service? How to introduce an entrepreneurial spirit into the activities of personnel services? How to make personnel management a “peer” function along with other special functions? Enterprises that do not pay due attention to work with the personnel and do not orient this work towards business success are at risk of exacerbating problems of survival. In the 90s. the development of scientific and technological progress (STP) turned out to be impossible without the development of personnel management. If at the first stage of the scientific and technological revolution (NTR), thanks to the appearance of machines, the human hand “strengthened”, then at the second stage, due to the invention of the computer, the brain. Effective personnel planning in the 90s. began to play a key role in the competitive struggle of enterprises. There are major changes in the work with the personnel. At the beginning of the XXI century. personnel management plays the same role as automotive technology in the 50s and 60s, production automation in the 70s, information technology in the 80s. Management technologies have actively joined the race of high technologies. We are talking about the technologies of the work of the leader, group management, decision-making, behavior. At the same time, technology is understood as the use of technology, and technology is the skill and even the art of applying force, including the power of the mind. The role of work with personnel in the 90s. more and more reminiscent of the role that in the 80s. played information technology. It has already become a continuation of their development. An HR manager cannot do without taking into account a complex of interrelated factors. The factors of strategic personnel management include uncertainty and risks; time; increasing fragmentation of markets; quality, design, service; decrease in the value of the size of the enterprise; flexibility through centralization; reduction of hierarchical structures; the need for constant learning. Uncertainty and risks. In economically difficult times, management and employees have to act in a state of doubt and uncertainty, with no guarantees of success. Dynamically changing conditions often reduce strategic time horizons to 2-3 years. Therefore, constant learning becomes a central task. If there is no interaction between the management of an organization and its employees or a self-learning system, this can lead to the loss of the organization's ability to survive. Time as a decisive factor in competition. The formula for success today is not cost-profit, but cost-profit-time. One of the main characteristics of the enterprise at present is not the quality and low cost of products, but how quickly and in a timely manner they can develop due to the successful solution of emerging problems. The time factor is taken into account in such a way that in 80% of cases it is necessary to give preference to quick rather than long-term decisions, although with 100% validity. Increasing fragmentation of markets. The customer orientation, which is vital for the enterprise, contributes to the gradual segmentation of the service market. There is a need to study the potential needs of customers and take into account their specifics. Quality, design, service are decisive success factors. The immobile, ossified "industrial thinking" is a thing of the past. Factors such as economy, reliability or safety cannot be considered outside the interests of clients and their economically differentiated capabilities. Optimal dimensions. The question of the optimal size of the enterprise arises due to the fact that it must maintain leadership positions in its market segment. Flexibility through decentralization. Large enterprises require restructuring into flexible, market-oriented business units. Reduction of hierarchical structures. A steep pyramid with more than three levels of hierarchy (their number sometimes reaches seven) becomes the property of the historical process of development of organizational structures. Hierarchical structures have no chance in the future. But a reduction in management levels does not mean a reduction in staff. Personnel management is required to ensure its flexible use and development. The need for constant learning. The need for training is declared by many enterprises, but often not enough time is given to it, and therefore it has not yet become a factor in gaining advantages in the competitive struggle. Meanwhile, each of us has to deal with the factors of renewal, and we must learn to perceive them, "learn to love" the continuous nature of change. It seems to us that due to the need to mobilize the resources of employees to achieve success, and even more so the survival of the organization, personnel management has objectively become the focus of management. It has become impossible to solve the tasks of activating employees within the framework of traditional approaches. It is necessary to consider strategic management in the context of the development, evaluation, selection and planning of personnel. Personnel management has ceased to be an administrative task of the personnel department, it has covered the activities of all managers, it has been decentralized and the sphere of influence and application has significantly expanded. It itself has become a strategic factor in the development of the enterprise. The driving force behind all activities of an organization is its people. It is characterized by a number of quantitative and qualitative parameters, among which the most important is the development of its potential, in other words, the level of qualification. Therefore, retraining and advanced training of personnel currently occupies a crucial place in achieving the goals of any organization. Advanced training - training due to a change in the nature and content of the work of specialists in their positions, obsolescence of knowledge; it is the purposeful acquisition of new knowledge and skills, the study of best practices. Further training after completion of vocational training and a certain period of work in the profession is aimed at achieving two goals: - ensuring the adaptation of professional qualifications to new trends in technical and professional development through training activities that accompany the labor process, mainly at the enterprises themselves; – preparation of a professional career with the transition to a higher level of qualification as specialists and middle managers (masters, specialists in various fields, etc.) by attending courses at an enterprise, at a training center serving many enterprises, or at a vocational school. At present, the process of retraining and advanced training at enterprises is organized based on the fact that over the average period of his labor activity (40–45 years), a qualified worker must undergo retraining 4–5 times and improve his qualifications. Thus, each employee must update his knowledge every 4–7 years. There are different approaches to the professional growth of management personnel. But, despite their diversity, they all include four main blocks, namely: – analysis of needs for professional development; – planning of training programs and the process itself; - creation of various training programs in form and methods; - analysis of the results and their use for further promotion of a managerial employee through the ranks or for other purposes. As world and domestic practice shows, the success of any organization is achieved only when work is carried out in all four areas simultaneously with the development and use of appropriate documentation, educational, methodological and material resources. The real state of affairs in the field of advanced training in modern organizations can be characterized in two ways: some organizations conduct purposeful work in the field of advanced training, realizing the importance of this process, and the other part practically does not pay attention to this issue, considering it a personal matter of each employee. In general, we can say that the only thing that can contribute to the learning of people in an organization is the creation of conditions in which it will become a natural human need and an organizational norm. In organizations that pay great attention to the issue of unlocking the potential of employees, advanced training and following the above principle, a large role is given to formulating the goal of training. The more clearly the learning objectives are formulated, the easier it will be to develop the right training program and track the effectiveness of the sessions. There are various forms, methods and approaches to the professional growth of managerial personnel. These include business games, solving specific practical problems, analyzing specific management situations, using discussions as a tool for obtaining new knowledge and developing optimal options for management decisions, socio-psychological training, program learning. Regardless of the nature (practical or theoretical) of advanced training, the development of retraining methods is based on the observance of a number of mandatory principles. These basic principles include six requirements: - the trainee should be interested in the result of retraining; - learning new things should be supported by practical experience; - retraining should be supported by practical experience and repetition, since any advanced training takes time to assimilate new and generalize the accumulated material; - the accumulated material must be comprehended. This is intended to help relevant questions for discussion, tests, assignments; – teaching methods should be as varied as possible. Boredom, not fatigue, primarily interferes with learning; - the material should be close to the specific activity of the employee. The teacher is obliged to do everything possible to bring the training closer to real work situations, since after returning to work, the manager must immediately put his knowledge and skills into practice. Consider four possible methods of learning (including both the acquisition of new knowledge and retraining). 1. Discipleship. This method is a combination of on-the-job and off-the-job training. It requires the cooperation of mentors in the workplace and at school (for example, on Sundays), as well as public services. Apprenticeship is a period of training and learning that includes both formal classroom training and practical on-the-job training. The period of such training can reach several years. The weak point of the apprenticeship system is that the time allotted for it is predetermined and does not take into account individual differences that appear during the training period. 2. Preliminary training. With this method, students study the case in an environment that simulates a work environment. Workplace training. This is the most common method: the worker is placed in a real working situation, the work and the secrets of skill are shown to him by an experienced worker or foreman. This method is especially preferred by service workers and field managers due to the nature of their work. The most important methods of training at the workplace: the method of increasing complexity of tasks, changing the workplace (rotation), directed acquisition of experience, production briefing, the use of employees as assistants, the method of delegating (transferring) some functions and responsibilities, etc. 3. Tutoring and discussion. One of the best and most used techniques for training new managers is one in which successful experienced managers train newcomers. This approach not only provides an opportunity to learn, it requires the actual delegation of rights, which creates a sense of trust. Retraining. The main feature of retraining programs is that they give a partial preliminary experience to a person who is preparing to occupy a certain place in the future, since he is doing part of the actual work of the person who is currently assigned these duties. This intermediate position is referred to differently in different organizations: assistantship, understudy, joint management or apprenticeship for managers. Transfers and rotation. In this case, trainees move through a whole sequence of jobs to expand their experience. Enterprises can create travel plans, including functional and geographic travel. Defenders of this approach argue that it expands the horizons of the manager, accelerates the promotion of highly qualified specialists, initiates a lot of new ideas and accelerates the growth of the firm's efficiency. 4. Learning outside the workplace. In this case, classes take place in classrooms, Sunday schools or elsewhere. Service companies with the largest training programs often use this method. According to curriculum managers, if the goal of advanced training is to acquire new knowledge, then it is best to use software-based computer training. On the other hand, if training is aimed at improving problem-solving skills, then it is best to use intensive learning technologies (business games, case analysis). When organizing the advanced training of managerial personnel, personnel officers should pay the most attention to intensive learning technologies (IT), as they allow students to acquire, first of all, applied knowledge, skills and abilities and provide an opportunity to receive training in the field of people management in a short time. It seems to us that, in general, it should be noted that, regardless of the form of personnel training, it is important to have an effective system for improving the professionalism and career growth of employees, since only this path contributes to the most complete disclosure of the personnel of enterprises, including, of course, service workers. 1.2 Development of a professional development system in the organization and its action to unlock the potential of employees The need for advanced training and, accordingly, the training of various categories of personnel of the organization is determined both by the requirements of the work or the interests of the organization, and by the individual characteristics of employees. The need for training, the acquisition of new knowledge and the development of certain professional skills is influenced by age, work experience, level of abilities, features of labor motivation and other factors. Establish a qualitative need for training (what to teach, what skills to develop) and quantitative (how many employees of different categories need training). These needs can be identified by the following methods: - evaluation of information about employees available in the personnel department (length of service, work experience, basic education, etc.); – regular evaluation of performance (certification); - monitoring the work of staff; – analysis of the sources of problems that hinder effective work; – collection and analysis of applications for personnel training from heads of departments; – offers of employees, which can be collected using surveys or questionnaires. Information about the state of training of an employee is formed on the basis of an assessment of his activity, which is the starting point for diagnosing qualifications. At the same time, it is determined which professional qualities of an employee require development, correction and polishing. In the course of assessing the quality of knowledge, skills, business and personal qualities, special commissions certify employees depending on the effectiveness of their work on selected factors and the relative importance of these factors for the functional duties performed by the employee. According to the results of the input control, the expediency of training and other forms of retraining is also determined, recommendations are issued for an individual training program. Entrance control is carried out simultaneously with the psychophysical examination of trainees. To identify individual characteristics and the level of professionalism, testing is carried out, which makes it possible to rationally complete training groups, optimize the training process, and also choose the necessary form of training. Planning for advanced training. In the process of planning staff development, it is taken into account that his training can be carried out both in educational institutions and directly in organizations. The continuity of retraining is ensured by a rational combination of frequency, types and methods of training based on a single training plan, based on the conditions of activity and the needs of the organization. Intra-company training systems are usually large-scale, long-term and complex. The firm can organize the process of advanced training with the separation of employees from production and without interruption. Professional development with a break from work is usually carried out by employees on their own in the form of: full-time studies at the university; visits to evening academies; participation in seminars; visits to courses of higher public schools; participation in congresses; reading special literature and articles. Within the framework of the intra-company system of advanced training, employees can be trained on the job. It could be: – subscription for literature and newspapers; – delegation of employees to various exhibitions and fairs; – providing employees with the opportunity to attend courses and seminars - participation in excursions at the enterprise. Training planning is a specific system and can be promising and operational. Long-term (strategic) planning is designed for two or three or more years. It includes staff training strategies, that is, the choice of the main types of training, its forms, thematic areas, the composition of trainees (by region, training centers, etc.). Operational planning for retraining and advanced training of personnel is usually called planning for the coming year. It determines: the capacity of the training center, the organization's need for each type of training, the timing and duration of training sessions, the composition of groups, the topics of classes, the features of financial and logistical support, the need to develop teaching aids, etc. The basis for advanced training is a flexible training program based on training modules. The training module is a complete element of a certain discipline, with a clear structure of the plan, chains and tasks of work, initial data, methods of conducting, a list of technical means, a list of references and a way to control the acquired knowledge. In general, the training program consists of four types of training modules (in parentheses is the approximate volume as a percentage of the total number of training hours): problem lectures (up to 25); active learning methods (at least 50); laboratory and practical classes (up to 15); health complex (up to 10). It is necessary to develop several standard training programs at the rate of 8-10 training hours per day. Typical programs are modified depending on the wishes of customers, the interests of the audience and the timing. Drawing up a specific training program is a rather difficult task, which is advisable for the director of the enterprise or his deputy for personnel. The ideal option for a company is to have a staff training specialist who can develop training programs, conduct business games and analyze practical situations, etc. The success of this specialist's work will depend on the support of management and on his interaction with experienced colleagues. But today another option is more common: in a small firm, the functions of a personnel training specialist are performed by the head of the personnel department. In this case, it is advisable to turn to management consultants who will help identify weaknesses in the professional competence of the staff. There are a number of factors to consider when designing a training program: - the duration of the training program and the timing of its implementation; – the interests of the customer (enterprises, organizations, institutions) in the use of a specific set of training modules; – summary results of individual questioning of future students; - the place of the training sessions (enterprise or boarding house: the boarding house is much better, because at the enterprise the students are “pulled”); - the state of the educational base (number of classrooms, accommodation of people, volume of services); - the level of employment of teachers during the training period (from 4 to 8 hours); – availability of technical training aids (board, overhead projector, computer, video system); “Typical schedule of the school day (schedule of classes). The training program issued to students should include the following sections: – general information about the educational institution; - schedule of classes for the entire program (monthly); - a list of regulatory documents about the enterprise (charter, regulations, instructions); - a list of teachers and administration of the educational institution; – a list of listeners with their business and home addresses; - a list of handout methodological materials; - the coordinates of the educational institution, enterprise, boarding house and the layout of the classrooms. Evaluation of the effectiveness of the curriculum. The following reasons for evaluating the effectiveness of training programs can be identified. The need to ascertain to what extent the learning objectives were ultimately achieved. A curriculum that does not allow achieving the required level of knowledge, performance indicators, changing the skills or attitudes of students in the right direction should be changed or replaced by another program. The need to make sure that changes in the performance of students occurred precisely as a result of training. To do this, you can compare the professional performance of workers before and after training, or compare these indicators with the performance (performance indicators) of workers who did not participate in the training. The average employer in industrialized countries allocates approximately 4% of the budget allocated to training and development of personnel for the purpose of evaluating the effectiveness of training programs. Not always the organization after training its employees achieves the desired result. In this case, it becomes necessary to identify the causes of failure. Good programs may not be effective enough for many reasons: there may have been unrealistic or overly general learning objectives, the learning process itself may be poorly organized, there may be a low practical usefulness of training, there have been some failures for reasons beyond the control of those specialists who organize training. But, as a rule, the main reason for the inefficiency of training is the low motivation of employees. An analysis of the reasons why this training program failed allows you to take the necessary corrective steps in the future. Evaluation of the effectiveness of training can be carried out using tests, questionnaires, exams, etc. Evaluation of the effectiveness of training can be carried out by both students and teachers, experts or specially created commissions. The point of evaluating the effectiveness of training is that the information received is further analyzed and used in the preparation and conduct of similar training programs in the future. This practice allows you to constantly work on improving the effectiveness of training and get rid of such training programs and forms of training that have proven to be ineffective. There are four criteria that are commonly used in evaluating the effectiveness of training. 1. The reaction of students. In this case, the impression of students about the curriculum in which they took part is determined. How do they evaluate the benefits of training? Was the teaching load excessive? Did you like the training program? How do they evaluate the work of teachers? 2. Assimilation of educational material. In accordance with this criterion, the volume of learned material is determined. This information is usually collected through exams or tests. 3. Changes in behavior. In accordance with this criterion, it is determined how the behavior of employees changes after they have completed a training course and return to their work. The main issue here is to identify the extent to which the knowledge and skills acquired during the training are used in the process of performing the work. 4. Working results. This is the criterion by which the real benefit that the organization has received as a result of the training is determined. It is also possible to evaluate the effectiveness of training some time after the end of training. Assessing the effectiveness of training is time-consuming and highly skilled, and many organizations refuse to do so, simply relying on the fact that any employee training benefits the organization and ultimately pays off. In fact, the effectiveness of training is not a matter of faith or belief, but very specific results that can be assessed quantitatively or qualitatively. The quality of a curriculum can also be assessed in terms of student satisfaction with the curriculum. For this purpose, special questionnaires are being developed for trainees of training programs, which allow us to draw a conclusion about their satisfaction with the effectiveness of classes, teachers, the program itself, etc. 1.3 Innovations in professional development systems Among the most promising innovations in this (relatively obscure) branch of management, one should especially note the concept of the so-called. a “learning organization” that allows staff development to be carried out with maximum efficiency. The idea of a “learning organization” and the real opportunities arising from it to implement this approach within Russian companies have appeared only in recent years with the development of market relations, the formation of other approaches to business, the recognition of the leading role of personnel among the available resources of companies, as well as with the translation of the book Peter Senge, The Fifth Discipline: The Art and Practice of the Learning Organization. One could even say that the concept of a "learning organization" is a dream come true for an HR manager. Simply because perhaps its most important task is to continuously improve both its general level and the qualifications of its employees. What is a learning organization? Such an organization is called, first of all, a living organization, since the learning process and life are directly connected. The learning process in another way can be defined as a process of harmonious transformation when interacting with the environment. A living organization, like a living person, responds, changes, that is, is trained by the environment with which it interacts, while not collapsing, but preserving its internal main essential state (or vision). You can give this definition: A learning organization is a team of employees united by a common vision and values who have the ability to develop, improve the work process (and thus the product of this process), the relationships that arise in it, as well as their own understanding of the situation through constant feedback from their employees. colleagues, clients, partners, managers, that is, from the external and internal environment. A learning organization is an organization that receives feedback and uses it both to adjust its workflow in accordance with a given technology (this is done or at least should be done by all organizations) and to improve its capabilities for the future (this is do only learning organizations). All organizations are made up of people or individuals who generate intellectual models or ingrained worldviews shaped by experience and shaping the experience of each individual. It is people with their attitudes and views that make an organization alive…or slow it down. If an organization is captivated by individual intellectual models, then it does not form a new understanding of the situation in an actively changing market environment. Therefore, in a learning organization, constant personal development is necessary - improvement (that is, receiving feedback and changing oneself). In order to be alive, an organization and its employees must be able to track their own points of inhibition, errors, regressions. Those in the organization are: - entrenched stereotypes and opinions in the team of employees; - the correctness of individual opinions - instead of development; – closeness of employees for information; - unambiguity in relation - instead of understanding the system and ambiguity; - linearity of thinking - instead of recognizing illogicality and consistency. At the same time, the organization must maintain its uniqueness, identity, ability to move - which means that there must be something that unites the entire team, the reason why people want to do something together; a certain unified idea, fixed by the peculiarities of corporate culture. It is this common vision that allows us to maintain integrity and concentration of efforts. An organization can be called a learning organization if it comes to understanding itself and develops through the formation of the following elements: – Systems thinking; – Group training; – Personal improvement; – Understanding collective and individual Smart Models; – Employees and the management team have a shared vision. In order to reinforce and retain the skill of a learning organization, it is necessary to create a culture of learning. This culture is the accumulation of previous learning based on previous decisions. Accepted developmental assumptions that work well enough to be considered valid for that particular company are invented, discovered, or developed by a particular group of people in the organization in a problem-solving process. These basic principles of continuous learning, transformation and development must be taught to new members of the organization as the right way to perceive, think and the right attitude towards these problems. Learning occurs in an organization when people share their intellectual models, explore them, and interact with each other. In accordance with this, the company must maintain at a constant level such methods of learning in the process of work as: A systematic approach to the analysis of any situation. Some principles of systems thinking: – See relationships, not linear chains of cause and effect. – See processes of change, not static states. – Everyone bears part of the responsibility for the problems created by the system. “We are prisoners of systems we don't know exist. - There are no right answers. There is only a set of potential actions, each of which brings some desired and some unintended consequences. – Systems are not amenable to dismemberment and correction in parts, systems have integrity, and it is necessary to work with the whole, and not with its separate parts – Cause and effect are not always closely related in time and space, and as a result, the real cause of a problem may not be obvious – The most obvious solutions may be completely ineffective. If these solutions work, they can only improve the situation for a while, and in the long run they will lead to a deterioration. “People like to blame others for their problems, but problems in any system are often caused by the people involved, not by some outside force. Group training: A method of learning through dialogue, and the dialogue in this case is understood not as the defense of individual opinions, but as the collection and synthesis of all points of view into one, which maximally absorbs everything that has been said. The purpose of the dialogue is to go beyond the individual understanding of the situation, to develop and expand this understanding. In this process, it is important how the training is viewed by the employees involved. “The most important learning happens on the job, not in training classes. – The most effective learning is social and active learning, not individual and passive learning. In the learning process, it was decided to adhere to the following methods or rules: - Talk about things we don't usually talk about. – Combine research and self-defense (the art of impartial investigation) – Distinguish between official theories (what we say) and used theories (on which we act) Personal improvement: The skill of properly asking questions in front of oneself helps people to slow down the process of thinking in order to become more aware of their intellectual models. Everyone has their own individual learning cycle, consisting of: 1. Concrete experience gained in the workplace; 2. Reflections on experience, understanding the meaning and causes of what happened; 3. Developed on the basis of experience concepts and generalizations; 4. Testing this concept empirically; 5. Repetition and consolidation of the cycle. 2. Ways to improve the system of advanced training of personnel of Fok LLC
2.1 The system of training and advanced training of employees
Financial and Organizational Consulting (FOK) was founded in 2001 by managers with experience in large corporations - Russian Aluminum, Svyazinvest, Rostselmash, Empils, Nestle The company has completed about 20 relatively large-scale projects in the field of strategy, business planning, restructuring and regional development Among the firm's clients are OAO Gazprom, RAO UES of Russia, Russian Railways, NK Rosneft, AFK Sistema, Tactical Missiles Corporation, AMO ZiL, federal and regional authorities 2001 FOK LLC was entered in the register of the Moscow Registration Chamber under No. 1027739800868. 2005 By order of the Federal Property Management Agency No. 34, FOK LLC was granted a license for appraisal activities. 2005 LLC "FOK" was awarded the title "Supplier of the Year" in the nomination "Research works and services" (diploma of the Ministry of Economic Development and Trade of the Russian Federation) 2006 LLC "FOK" was awarded the title of Official Partner of the Guild of Suppliers of the Kremlin. The main activities of the company include: – audit; grade; IT - consulting; management consulting; financial consulting; investment consulting; strategic consulting. Analysis of the economic potential is carried out on the basis of accounting. reporting and calculated indicators given in (Table No. 1). Table 1. The main indicators of the economic activity of the company
Main characteristics Conventions Units Growth rate Revenue from the sale of services Cost of services balance sheet profit Net profit Total capital of the firm (assets) Average headcount Overall profitability (according to balance sheet profit) Estimated profitability (according to net profit) Profitability of turnover (commercial activity) Number of capital turnovers per year In the analysis, the following calculated indicators were used, which are calculated by the formulas: 1) General profitability - Rtot = PRb / A * 100% 2) Calculated profitability - Rras \u003d PRh / A * 100% 3) Profitability of turnover - Rb \u003d PRb / Qr * 100% 4) The number of capital turnovers per year - Kob \u003d Qr / A (times) The following trends were identified during the analysis: 1. The overall growth of the main economic activity of the company. Despite the growth of the dollar, the company's sales volumes are changing upwards (from 285.9 million rubles in 2005 to 332.173 million rubles in 2006). 2. An increase in overall profitability in 2006 was revealed. 3. There is a relative increase in the profitability of turnover (from 2.93% in 2006 to 4.82% in 2006). 4. It should be noted that the company is gradually returning the efficiency and proportionality of its development, which is characterized by an excess of profit growth rates over revenue growth rates. In general, it should be noted that the disproportionate development of the company is associated with the economic crisis in the company and the desire to find new ways of cash inflows into the company in 2006, this clearly shows the drop in the level of absolutely all indicators in 2006 compared to 2005. However, the company managed to overcome the crisis, and not only maintain turnover at the same level, but also significantly increase them, while maintaining the proportionality and efficiency of its development. The organizational structure of FOK LLC is extensive (command-administrative), linear-pyramidal, within which it is presented as horizontal-functional. Advantages are the stability of the current system, which makes it possible to restrain negative trends. Disadvantages - command-bureaucratic centralism, lack of flexibility and susceptibility to changes in the external and internal environment. The consolidation of functions by position is best presented in the form of the following table. The organizational structure of the company since its inception has been constantly improved and at present (01.10.2007) the staff of FOK LLC has about 89 people: – 2 people – Management – 6 people – project managers higher education, age 45; - 10 people - head of department; - 4 people - accounting (higher education) Age from 40 to 45 years, three women and one man; – 4 people – Project Management Department (higher education), age 38 – male; - 40 people - analysts and project consultants (higher education), age from 25 to 35 years old - 20 women and 18 men; – 4 people – Department of personnel management, higher education, age from 27 to 35 years, women; – 6 persons – legal department (4 persons with higher education, 2 persons with specialized secondary education), age from 25 to 30 years, women; – 6 people – evaluation department (higher education), age from 35 to 40 years – men; – 3 persons – department of information technologies (higher education), age 25–28 years – men. - 4 people - administrative and economic department. It is most convenient to present personnel performance indicators in the form of the following diagram (Figure 3). Since the management system of FOK LLC has stable connections and relationships based on the provisions governing the rights and responsibilities of divisions. As well as the presence of direct influence of managers on subordinates through orders, instructions and other documents. It can be declared with certainty that FOK LLC uses administrative methods of management. Figure 3. Development of the company since its inception FOK LLC has line control exercised by the general director, operational control - control over the implementation of consulting and information services, current control and its variety - filtering. As a rule, the subsequent or final control is mainly used. That is, the control carried out after the work is done. The main problem of control in FOK LLC is, in my opinion, a certain formality of control, control is carried out partly for visibility, “insurance” in case of audit and auditor checks, both from the management and from the control and supervisory authorities. The communication process at FOK LLC is presented in the form of the following communication management tools - meetings, seminars, etc. corporate events of structural departments of the company. A network of official correspondence is developed, there are bulletin boards, Internet facilities, interpersonal (business and informal) communication. The main obstacle to full-fledged communication is the wrong choice of channel, natural and official censorship. Legal support of management activities in FOK LLC is carried out through regulatory documents - regulations, orders, job descriptions, etc. Work in FOK LLC is structured in such a way that many issues are resolved much faster than in other distribution companies. The management of FOK LLC is always open for contacts and is ready to get involved in solving any problem of the client, applying an individual approach to him. To improve working methods, FOK LLC periodically conducts customer surveys using questionnaires. Acting jointly, FOK LLC and a partner company expand their capabilities. By joining forces, the company's specialists can achieve: – Exclusion from the tender (competition for the right to conclude a contract) of a competing company; – Development of a convenient financial mechanism for interaction. Thanks to the precise organization of the work of branches and an extensive client base, FOK LLC has the ability to coordinate joint projects for one customer, which has an extensive branch structure in cities. In these cases, FOK LLC acts as a central link in the interaction of regional analysts and consultants with each other. Thus, the issues of legal and information support of transactions, service and business customer service are resolved. The HR department of the company reports directly to the CEO and consists of four people: the director of the HR department, a specialist in the HR department, recruiters and a clerk. When hiring or for a contract for the implementation of specific programs, tasks, services (including scientific, informational, organizational and managerial, etc.), each applicant has the right to submit to the administration any documentation confirming his qualifications. Qualification documents include any written evidence that characterizes the level of education, business activity, professional skills and abilities of an employee, including diplomas, copyright certificates, characteristics, reviews of scientists and specialists, scientific and information publications, expert opinions on the results of research or development, etc. .P. As a special qualification document, a submission is considered - a recommendation of a specialist working at FOK LLC. The administration has the right to establish a probationary period or announce a competition - both in the case of the employee's submission of qualification documentation, and in the absence of it. The trial period cannot exceed three months. All conditions of the contract are valid during the entire trial period. At the end of the probationary period, the administration makes proposals for making appropriate changes to the terms of the contract. Assessing how effective the personnel management policy is in terms of management, I would like to note that personnel management in the company is based on time-tested, proven methods. Before analyzing the personnel composition and structure, we will consider the principles of the organization's personnel policy. It defines the basic principles implemented by the organization in the field of personnel management. Personnel policy is closely related to the mission, goals and development strategy of the organization and is the basis for building a system of labor relations with personnel. Core HR values: - respect for the freedom of choice and desire of employees to work in the organization; creation of opportunities for the development of professional and business qualities of employees; – understanding the need to create relationships in a team based on respect, mutual assistance and goodwill towards each other; partnership, striving to develop decisions that are important for the organization together with employees; - the desire to increase the living standards of employees, increasing the efficiency of the organization; When recruiting personnel, FOK LLC uses the most appropriate methods and forms of assessing the business and professional qualities of applicants for vacant positions. We believe that the applicant’s lack of a complete list of professional knowledge for a specific position is not a reason for refusing to provide him with a vacant position, if the applicant has a high development potential, as well as the necessary personal and business qualities to work in this position. When making a decision on hiring employees, the personnel manager takes into account achievements and recommendations from previous jobs. Competitive selection, as a rule, takes place in 3 stages: – stage of preliminary interview – acquaintances (based on the candidate’s resume and questionnaire), - the stage of the main selection (conversation-interview and special tests to assess professional knowledge and skills, check recommendations and track record), - decision-making stage (at the final interview with the head of the organization, a decision is made to invite a candidate to work in an organization or reject a candidate). In order to systematize the procedure for selecting the first stage, in agreement with the management of the company, we developed special questionnaires for candidates. A variant of such a questionnaire is shown by us in (Appendix 2). a) The management style used in FOK LLC corresponds to the organizational structure of the company. That is, the management style is command-administrative, bureaucratic. b) Methods and ways of making managerial decisions follow from the style of management. Decision-making takes place on key decisions - collegially, on the rest, by each leader within his competence. c) The degree of participation of ordinary workers in the development and adoption of managerial decisions complies with the standards prescribed in the charter of FOK LLC and job descriptions of bottom workers. d) Analyzing the socio-psychological climate in the team of FOK LLC, you come to the conclusion that both positive and negative features of the socio-psychological climate of a large organization are inherent in it. e) Relations between employees are different, but mostly friendly and even. This is due to the nature of the organization. f) Conflicts in FOK LLC exist, as a rule, in the official sphere, and are resolved through the use of power by the leaders. g) The main sources of conflicts lie in the personal sphere of employees. A review of the literature on the development of systems for the development of human resources and improving the professionalism of employees as the main mechanism for the development of the economy of the state and an individual enterprise showed that the authors, exploring various external levers and methods of advanced training in the activities of economic entities, state significant differences between the systems of effective personnel management adopted by in world practice, they are trying to identify the conditions for the practical effectiveness of this necessary tool for enterprise management. Among these conditions stand out experience in the use of various forms of disclosure of the potential of employees; timely introduction of the latest information technologies in the field of personnel training; taking into account factorial indicators of financial and economic activities of subjects of market relations, as an assessment of the feasibility of using the internal resources of an enterprise. However, all these conditions (as well as their combination) seem to be insufficient and do not reveal the real basic grounds. That would make it possible to create a universal formula for the effectiveness of the personnel development system. In general, the majority of authors of experimental and theoretical studies, both in our country and abroad, define the development of the potential of employees of an enterprise as a system of advanced training - training due to a change in the nature and content of the work of specialists in their position, obsolescence of knowledge; it is the purposeful acquisition of new knowledge and skills, the study of best practices. As management scholars note, in the past two decades, professional development management has become an essential element of managing a modern organization. Forms of professional development are career planning and development, preparation of a reserve of managers, vocational training. The growing importance of professional training for the organization and the significant expansion of the needs for it have led leading companies to take on the task of updating the qualifications of their employees. Many of them have created permanent training centers, institutes and universities. The organization of vocational training has become one of the main functions of personnel management, and its budget has become the largest expense item for many companies. The main problems of FOK LLC lie in the plane of both the external and internal environment. Externally, this is primarily the alignment of its activities in the context of the reform of the introduction of innovative technologies in business. In the internal, it is overcoming the negative manifestations of the bureaucratic management system in order to solve an external problem. In the field of personnel qualification problems, the absence of a unified integrated system for training the company's management and personnel on the job was noted. 2.2 Measures to improve personnel management
According to a study by the consulting company LLC FOK, every third employee surveyed believes that the time spent in advanced training classes can be used much more efficiently. Training programs should combine the study of new technologies with training in more "subtle" subjects - the art of communication, etc., which will give employees a comprehensive understanding of the problems of modern business. The survey showed that higher-paid employees tend to participate in employee development programs that promise immediate benefits. Less paid employees are interested in the long-term perspective of their development - they consider training as the next step on the career ladder. The purpose of personnel training is to provide an opportunity for employees of the organization to obtain the necessary knowledge and skills to solve the tasks assigned to them, improve their professional level and develop the business qualities necessary for their work. The plan and budget for training should be drawn up and approved annually, taking into account the goals and objectives of the departments and employees of the organization. FOK LLC must apply various types, methods and forms of training in personnel training, depending on their appropriateness and effectiveness. Regular monitoring, evaluation of the quality and effectiveness of training programs should be carried out. When investing funds of FOK LLC in employee training, the organization and the employee must agree on mutual guarantees on the basis of an agreement. Also, the company should create opportunities for self-training of personnel. The main areas of training (due to the implementation of the basic needs of managers of the Management level) of the company's management are: It is necessary to indicate the general goal that should be achieved by the management of FOK LLC in the course of advanced training and retraining of managers - the ability to organize, manage and control the work of personnel. In the course of achieving this goal, the following practical skills are acquired: Statement of specific problems (tasks) and the sequence of their practical solution (the science of creating management algorithms); science of the complex organization of goals, tasks, decisions and their resource support; Creation of program-target management (a tree of goals, a system of measures to achieve them, organizations and control of the supporting organizational structure; Its resource provision; Scientific organization of the manager's work (information system, workplace organization, personal labor technique, rational use of time or time manager); Conflict management in a group (team); Psychology of communication with different employees; Motivation of personnel work, including evaluation and remuneration; Social infrastructure in FOK LLC. It should be noted that in the process of staff development, the methods of "pedagogical (classroom) marketing" were used, when in the mode of "early (pre-classroom) analysis" or "today in the classroom" where the needs of specific students in the field of Management were identified. Such methods are quite effective, because they do not require much time and money, they allow you to design training programs in accordance with the needs, and also use flexible learning technologies. After qualification training for management, managers It is necessary to introduce the concept of professional training and retraining of the company's personnel. Since, as practice has shown, the experimental introduction of the Program for the training of vocational training and retraining of personnel significantly increases the motivation of the work of employees, it makes sense, it seems to me to dwell on it in more detail. One of the best ways to effectively train professional staff for FOK LLC was to use the rich experience of British colleagues. As a result of the implementation of the joint Anglo-Russian project "Partnerships in the field of small and medium-sized businesses", the program "Professional training and retraining of personnel in small and medium-sized businesses" was developed. The purpose of the training system is to organize the necessary special training of employees in accordance with professional qualification standards, contributing to the provision of a high level of service to customers. The main task is to provide employees of different skill levels with the opportunity to acquire the knowledge, skills and abilities necessary for the professional performance of work within the company. .
This system is fundamentally different from the traditional training systems introduced in Moscow and the Moscow region. First of all, the fact that the process of personnel training takes place directly at the workplace, within the framework of a business entity. An employee hired by FOK LLC does not have to have a special education, he can obtain a certain level of qualification by completing a special training course. The basic level for preparing candidates is their secondary school education. Training within the framework of this system involves the assimilation of a system of knowledge by candidates through appropriate types of learning activities, such as reading, comprehension, discussion, observation, solving problem situations, modeling, business games and trainings, practical work, reflection, independent work. The basis of the learning system This system involves training candidates in accordance with three levels of professional qualification standards. A number of adapted sections of the UK National Vocational Qualification Standards have been adopted as the basis for the work of employees in small and medium-sized businesses. The maximum interest of the organization in training personnel and maintaining labor relations with employees, regardless of the level or availability of special education; Providing all employees of the institution with equal opportunities in gaining access to training and acquiring a certain level of qualification; Involvement in the training process of all personnel involved in the direct sale of services and the sale of products, organization and management of personnel; Application of a mentoring system aimed at supporting the candidate in the learning process; The program is built on the phased training of candidates: Stage 1 - the course "Introduction to the position" (for candidates of each skill level); Stage 2 - basic training: – an individual program for training candidates under the guidance of methodologists; – group trainings and theoretical classes; – practical training of candidates at the workplace; Stage 3 - evaluation of theoretical knowledge and practical activities of the candidate. 1 stage of training This course was created on the basis of a list of information necessary for each employee to carry out direct activities in the workplace. The purpose of the course "Introduction to the position" is to form the effective activity of employees within the company "FOK" LLC and solve the personnel problem, as well as provide new team members with the opportunity to realize their role and adapt to work in the company. Termination of an employment contract with one or another employee entails negative consequences for any business and causes significant material damage, especially when a qualified employee moves to another company, so the administration of the institution must in every possible way demonstrate interest in each employee competently performing work. The objective of this course is - the optimal organization of the induction process, in order to form the motivation of employees to work in FOK LLC. Course objectives: 1. Inform the employee about the structure and principles of the company; 2. Provide a new employee of FOK LLC with practical recommendations for working with clients. 2). An individual induction program provides for the provision of a printed information package to a new employee. Including: Schemes of management structures of FOK LLC and divisions of this company Information about the organization: name, legal address and contact numbers of FOK LLC; goals and principles of activity; the position of the newly hired employee, workplace, surname and position of the immediate supervisor of the new employee; the specifics of the wage system, bonuses; privileges; annual and other holidays, etc.; Job responsibilities of the employee; The mode of operation of the company (or its division); documentation samples Together with the information package, the employee is issued sets of professional qualification standards. During the first weeks of work of a new employee, the assessment of his performance should be aimed primarily at identifying the difficulties that he had to face in the process of adapting to work in a new organization. It is important that the new employee has the opportunity to express his opinion about the activities of the organization, about how he perceives the existing rules. Information about the passage by employees of the course "Introduction to the position" is recorded by employees responsible for training. A candidate who has acquired basic knowledge of customer service, as well as a personal role within the company FOK LLC, gets the opportunity to continue the course of study, rising to the next level. 2 stage of training Individual training of candidates takes place according to a special program, which includes independent study of theoretical sections. 2) Trainings Along with self-training, candidates take part in trainings, the topics of which are determined by the sections of the standards necessary for the development of candidates of a particular skill level. Trainings help to improve the behavior of employees in the process of work, improve relations between people in the workplace, because they open up specific communication skills for them. They are based on developing candidates' awareness of the fact that each person has his own perception of reality, and it is necessary to be flexible in relation to the people around us. During the trainings, people learn from their own experience and gradually acquire the ability not to impose their opinion on anyone. Through training, employees become more attentive to the needs of others and begin to consciously consider the consequences of their actions both inside and outside the organization. The influence of trainings is manifested in the emergence of confidence in the process of public speaking, sensitivity in communication with others, the ability to effectively influence them, encouraging them to act. The usefulness of the exercises offered to employees during the training process is provided by the opportunity to connect the acquired skills with activities directly at the workplace. Due to the fact that training takes place at the workplace, candidates have the opportunity to apply the acquired knowledge, skills and abilities in practical activities. An employee of FOK LLC, who has the appropriate level of professional qualification, acts as a mentor. The mentor is designed to teach the candidate to apply the acquired theoretical knowledge in practical activities, as well as to teach general and specific techniques necessary in the process of work. Other members of this subdivision of FOK LLC or its subdivisions are involved in the training of the candidate at the workplace, who provide their colleague with effective assistance and support in acquiring skills. The process of training and evaluation of performance in the workplace is carefully planned by the mentor together with the candidate. During their interaction, progress in the field of practical activity is discussed and a portfolio of documents is completed, indicating the candidate's competence and compliance with one or another level of professional qualification. The system for assigning a certain degree of professional qualification to a candidate is based on the achievement of a certain level of knowledge, skills and abilities in accordance with the standards of professional qualification. To check the quality of assimilation of theoretical material, as well as the quality of the tasks that are daily offered to the candidate in the course of work, a certain evaluation system has been developed and introduced. 1. Assessment of theoretical knowledge The assessment of theoretical knowledge is carried out by specialists responsible for theoretical education. It is produced as follows: 1) answers to questions and exercises are evaluated; 2) special questionnaires are filled in, and the results of theoretical classes and trainings are evaluated. 2. Evaluation by the mentor of the candidate's performance in the workplace This assessment is made by mentors in accordance with a specially developed instruction. For mentors, forms have been developed for monitoring the activities of candidates in the workplace, explanations for filling out, which are also given in the instructions. The system for assessing the theoretical knowledge and practical activities of the candidate. Evidence of the candidate's competence in sections of the standards may be: - the results of the work done, which are evaluated by the mentor in the process of direct observation of the candidate's activities in the workplace. - testimonies of others who observed the work of the candidate, as well as his wards. – Candidate's actions within the framework of simulated situations. - ability to analyze various practical situations. – oral or written answers to the questions of the head of training or the candidate's mentor, allowing to determine the degree of understanding of the theoretical material by the candidate and the possibility of applying the acquired knowledge in practice. It is necessary to change administrative methods of management to program-targeted ones that best meet modern business conditions. In addition, it is necessary to introduce an additional system of bonuses for employees who timely and successfully completed advanced training courses and were highly rated at the end of the training. 2.3 Substantiation of the economic efficiency of project activities to improve the personnel management of FOK LLC The advanced training and timely development of personnel at FOK will provide the organization with a constant influx and development of highly qualified specialists, which cannot affect the increase in profits and profitability of the company in the future. However, the practice of participation in the economic and economic activities of the company shows that in addition to the implementation of a successful personnel qualification program, it is necessary to motivate the company's employees for more active participation of the latter in the advanced training program. And this can be achieved in only one way: a system of material incentives for labor. In accordance with the results of the survey on the motivation of employees for the timely improvement of the qualifications of each and taking into account the specifics of the activities of the consulting company FOK LLC, it is advisable for the main categories of employees to introduce a remuneration system based on the base size, depending on the level of employee qualifications. Such a system guarantees higher pay for qualified workers, stimulates the acquisition of higher qualifications, and makes the level of wages dependent on the capabilities of the worker. The basic wage rate is the level within which the wages of workers with specific labor characteristics are differentiated, in our case, depending on the skill level. The level of qualification corresponds to a certain qualification score. To confirm or revise the qualification score with a certain frequency, an assessment of the personnel of the enterprise should be carried out (Appendix 4). In connection with the proposed program, advanced training, motivation and development of the personnel of FOK LLC, when working with personnel, the following factors must be taken into account: 5. The management should create conditions in which the activities of employees in self-education are activated: inclusion in various projects, research, writing articles, monographs, etc. Conclusion
The conducted research on the problem of the system of advanced training of personnel at the enterprise on the example of the company FOK LLC allows us to draw conclusions that should be formulated as provisions submitted for defense. A review of the literature on the development of systems for the development of human resources and improving the professionalism of employees as the main mechanism for the development of the economy of the state and an individual enterprise showed that the authors, exploring various external levers and methods of advanced training in the activities of economic entities, state significant differences between the systems of effective personnel management adopted by in world practice, they are trying to identify the conditions for the practical effectiveness of this necessary tool for enterprise management. Among these conditions stand out experience in the use of various forms of disclosure of the potential of employees; timely introduction of the latest information technologies in the field of personnel training; taking into account factorial indicators of financial and economic activities of subjects of market relations, as an assessment of the feasibility of using the internal resources of an enterprise. However, all these conditions (as well as their combination) seem to be insufficient and do not reveal the real basic grounds. That would make it possible to create a universal formula for the effectiveness of the personnel development system. The majority of patrimonial analysts-specialists in the field of management confirm the thesis that at present the problem of professional development is very relevant, since the effectiveness of the organization and the degree of achievement of its goals depend on the level of personnel qualification. The knowledge, skills, labor skills of the company's personnel are becoming an increasingly important strategic resource in comparison with financial and production capital. In today's environment of rapidly obsolescent skills, the ability of an organization to continuously improve the skills of its employees is one of the most important success factors. According to economists' opinion and data, the qualifications of workers become morally obsolete every 10 years, and therefore each organization must maintain a correspondence between the requirements of modern business and the qualifications of personnel. This will make it possible to react faster and more efficiently to changes in the country and in the money market, to strengthen the elements of stability, solidity, representativeness and sober calculation in market activity. As management scholars note, in the past two decades, professional development management has become an essential element of managing a modern organization. Forms of professional development are career planning and development, preparation of a reserve of managers, vocational training. The growing importance of professional training for the organization and the significant expansion of the needs for it have led leading companies to take on the task of updating the qualifications of their employees. Many of them have created permanent training centers, institutes and universities. The organization of vocational training has become one of the main functions of personnel management, and its budget has become the largest expense item for many companies. According to experts, today organizations consider vocational training as a continuous process that has a direct impact on the achievement of organizational goals and provides training for employees of a completely new quality, capable of acting outside the box, energetically and extraordinary. The main problems of FOK LLC lie in the plane of both the external and internal environment. Externally, this is primarily the alignment of its activities in the context of the reform of the development of innovative business. In the internal, it is overcoming the negative manifestations of the bureaucratic management system in order to solve an external problem. In the field of personnel qualification problems, the absence of a unified integrated system for training the company's management and personnel on the job was noted. In connection with the above problems, it is proposed to introduce a qualitatively new step-by-step training program for the personnel of FOK LLC. The purpose of personnel training is to provide an opportunity for employees of the organization to obtain the necessary knowledge and skills to solve the tasks assigned to them, improve their professional level and develop the business qualities necessary for their work. The plan and budget for training should be drawn up and approved annually, taking into account the goals and objectives of the departments and employees of the organization. FOK LLC must apply various types, methods and forms of training in personnel training, depending on their appropriateness and effectiveness. Regular monitoring, evaluation of the quality and effectiveness of training programs should be carried out. When investing funds of FOK LLC in employee training, the organization and the employee must agree on mutual guarantees on the basis of an agreement. Also, the company should create opportunities for self-training of personnel. The main areas of training (due to the implementation of the basic needs of managers of the Leading level) of the Center's management are: Acquisition of practical knowledge of business management; Acquisition of practical skills in this area (as an acquaintance with domestic experience in solving practical organizational and managerial problems). In connection with the proposed program, advanced training, motivation and development of the personnel of the FOK company, when working with personnel, the following factors must be taken into account: 1. It is necessary to annually analyze the situation on improving the professional skills of their employees. The analysis includes quantitative and qualitative information about how many and which of the employees were trained, when, on what topics, in which training organizations. Conduct employee surveys to identify their training needs. 2. Annually plan and organize internal training of its employees in various relevant areas of the company's activities on its own or with the invitation of external specialists. At the end of the course, feedback from course participants is obligatory. 3. Pay for the training of your employee in other companies, if these courses correspond to his main activity and will help to increase the efficiency of his work. 4. The management can additionally encourage the employee if he completed the training on his own initiative and paid for it on his own. 5. The management should create conditions in which the activities of employees in self-education are activated: inclusion in various projects, research, writing articles, monographs, etc. Thus, the choice of such an option for the development of the company allows you to achieve the planned levels, both sales and profits. So, this development option can be chosen as a priority. Bibliography
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St. Petersburg: Peter. 2005 Staff development is one of the most important niches in a modern enterprise. HR managers, who have vast experience, know firsthand how much this factor affects the efficiency of the work of modern society. A modern leader, who has been in business for more than a year, clearly understands the essence of the benefits that can be obtained by a company that makes professional development of its employees a priority. But still, despite the fact that the twenty-first century has long been in the yard, for many businessmen the desire to educate their own personnel often remains only a dream. The reason for this lies in the refusal of the employer to invest a lot of money in trainings, advanced training courses for fear that the specialists trained at the expense of the company will subsequently quit. In fact, such issues are easily resolved when concluding an employment contract, which can include conditions for employee training. If the contract has already been drawn up, but such conditions are not spelled out in it, then an additional agreement can be concluded. As a rule, such agreements include conditions under which staff development will be carried out. In order to organize staff training at a high level and, as a result, get a high-quality result from the work done, it is necessary to provide employees with all the necessary materials and means. First of all, you should start setting goals and objectives, determine their position in relation to each other, and choose forms of retraining. In addition, it is necessary to create several motivation systems for staff training and retraining and document these systems. Ideally, the training and retraining of personnel should take place gradually so as not to miss a single important moment. The employer should start this process by identifying areas in which the staff lacks knowledge and practical skills, it is necessary to understand what exactly reduces labor efficiency. Particular attention should be paid to improving the skills of managerial personnel, since often it is precisely because of the inconsistency with modern standards of the highest level that their subordinates lag behind technological progress and cannot improve their knowledge. Thanks to the retraining of employees at the end of the program, you can get more qualified and competent personnel adapted to work in a particular enterprise. This is much better than taking a ready-made specialist from the outside. Firstly, people who have been tested over the years are much better than new ones, and secondly, the rating of companies involved in similar projects is much higher than those with constant staff turnover. Companies that invest money in their specialists and value labor resources are taken more seriously and are more likely to offer cooperation than those that are trying in every possible way to save on their staff. Training of employees, aimed at retraining and retraining, makes it possible to increase their level of theoretical knowledge, as well as improve the skills and abilities of employees in practice. Due to professional development, the professional opportunities of the personnel are expanded. In the case of manufacturing plants, training may be aimed at acquiring or improving skills in working with modernized or more technically sophisticated equipment. In terms of terms, personnel development courses at an enterprise can be of three types: short-term, thematic and long-term. The number of hours is determined by the employer. Retraining can be carried out in the form of seminars, lectures or trainings and other forms provided by the employer. Depending on the decision of the employer, vocational training, retraining and advanced training of employees can be carried out in different conditions. Most often, preference is given to organizing such trainings within the enterprise, since it is cheaper and more convenient. But still, large companies take the training of their specialists very seriously and therefore prefer specialized institutions for training. The more a company values its reputation, the more such events cost it, but this measure pays for itself in the end. When choosing a method of retraining in the workplace, you can assign an experienced specialist to a student and give him the opportunity to repeat everything after him. Thus, the learner will quickly gain new experience. In addition, it is possible to assign a supervisor to the staff, who at the end of the working day will be able to conduct classes, analyzing specific work situations that have arisen during the day. When choosing a training method outside the company, employees can be offered trips to thematic conferences, seminars and other trainings to exchange experience with other specialists. Since personnel management plays an important role in the life of an enterprise, obtaining qualified specialists should be one of the priorities of top management and the employer. Professional development is achieved through the effectiveness of the training that the manager chooses. Employee training is one of the important competitive advantages of a company in the 21st century.
Preamble The staff training and development program is important for improving labor productivity (PPT) in the enterprise, as it affects the morale and level of professionalism of employees. To achieve the goals of the APT, the manager uses a variety of resources, including human resources, but, as experience shows, among the management personnel of the enterprise there are always those who do not have the necessary qualifications and skills to perform the tasks facing the team. In such a situation, there are two ways. The first is to postpone the achievement of the set goals for an indefinite period due to the lack of a team with the necessary skills at the enterprise. The second is to initiate the formation of a program of regular training and advanced training of employees in order to constantly improve business efficiency and increase the profit of the enterprise due to the effectiveness of each employee. It doesn’t matter how you call it: training, improving skills or training personnel, the main thing is that in order to successfully achieve the goals, a permanent long-term personnel training program must be formed at the enterprise. Training should be organized not only for beginners, but also for experienced employees with experience, for whom it is also important to plan periodic retraining and training to develop new skills. A well-planned staff development program is of great importance for increasing labor productivity, as it affects the morale and level of professionalism of employees. Monitoring the results of training and their application in the work activities of employees in a short time allows you to achieve a high level of labor productivity. Staff development and training is the responsibility of the manager
The manager can achieve a continuous increase in the efficiency of the enterprise through ATP, provided that regular training and advanced training of employees is implemented. Continuous training and advanced training contribute to the growth of labor productivity, which helps employees to realize their potential to the fullest extent possible through increased personal effectiveness. An important condition is the willingness to accept people and their level of professionalism as they are at the moment, and to ensure the proper level of their performance through training tomorrow. Training and advanced training of employees will allow the manager to increase the efficiency of the enterprise and increase profitability much more than any other activity. This principle should be applicable to all employees of the company with regard to their training and development. Their value to the company increases as their skills and abilities improve. When they begin to realize the increased efficiency of their work, they have increased internal motivation and self-confidence. Benefits of the enterprise from training and advanced training of personnel
Further training and training is a work requirement, as well as a factor in increasing the efficiency of the entire enterprise. Training is essential to ensure maximum efficiency, productivity and job satisfaction for staff. If the manager does not want to experience serious difficulties in achieving the goals of the enterprise and solving the tasks set, then he must organize staff training and increase their level of professionalism. Untrained personnel for new circumstances makes them spend much more of their own time on activities with much less effectiveness than they are capable of, and also leads to the inability to maximize their potential. Training and advanced training of personnel allow achieving benefits for the enterprise and achieving great results in improving the efficiency of core activities. The impact of advanced training on the efficiency of the enterprise
Areas for improving the efficiency of the enterprise: Continuous learning and skills development creates a more versatile and resilient workforce. Everyone gets more job satisfaction and takes more pride in the product or service they provide, or both, as well as a sense of pride in the enterprise. Learning and improvement is invisibly embodied in higher employee morale and tangibly in cost reduction and increased productivity. Principles Contributing to Improving Learning Efficiency
The more complex and responsible the task, the more important it is that leaders quickly begin to put into practice the following four basic principles: Principle 1 - staff should be prepared to absorb information on AMT. It is necessary to convince the staff that they must form new skills and improve their level of professionalism in order to maintain high efficiency, both for the entire enterprise and for themselves. Principle 2 - staff should feel the benefit of the training. It is necessary to constantly strengthen the awareness of staff of the benefits that they can receive as a result of training and improving skills. Some individuals may start learning unwillingly or even refuse to learn new tasks if they do not see any expediency in this for themselves. It is necessary to focus on the positive changes that can happen to them after completing the training. Principle 3- Feedback. During training, personnel should clearly present the results of their activities at the moment. It is necessary to determine the system by which he will receive information, both about errors and about the correct application of the training material. This type of feedback speeds up the memorization process, helps to correct mistakes and provides more effective assimilation of the material. Principle 4 - regular repetition (refrain). Since skills are reinforced by repetition, it is essential that staff regularly repeat the right actions. Memorization happens much better when this process is divided into certain intervals, and not carried out at one time. An individual is much better at assimilating information and developing new skills by devoting training to a short time (one hour of training in six days is more productive than studying for eight hours in one day). The specific way or method of teaching or upgrading varies depending on the learning material, people's learning abilities and their life experiences. Memo for a specialist
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General requirements
Clearly explain what needs to be done and why. Outline to employees the tasks to be completed and explain why this is important. Answer any questions in a calm and friendly manner. Explain the benefits that employees will have as a result of the training. If people can expect a pay rise, a promotion, or an increase in their value to the enterprise, then let them know about it. Describe to them how their efforts will contribute to the overall goals of the enterprise. Remind them that further education and improvement will enable them to be more successful in achieving personal goals for a more responsible position and receive higher remuneration. Give an explanation of the main steps. Divide the implementation of the learning topic into several stages that are easy to understand. In addition to verbal explanations, provide employees with a written description and instructions for completing the assignment. In the future, this will save not only your time, but also the time of other employees. Written statements also demonstrate your confidence in employees' ability to follow written rules, find answers to their questions, and learn on their own. Encourage staff to comment on the learning process. Create an atmosphere for employees in which they would like to comment on their steps in the learning process. This will help you and the trainees to identify the slightest discrepancies in understanding the essence of the educational process. When all possible difficulties are eliminated and the trainees are able to accurately and confidently comment on the learning process, then they are ready for the next stage of learning. Visually illustrate the learning process. Consider one step in one session. While employees are watching and listening to you, show what is required of them by demonstrating personally how to do it. Explain your steps in the submission process. Remember that people process information differently. Almost all trainees retain information best when they directly observe how the skills they are taught help them perform successfully in practice. And only after that they will be able to confidently apply this knowledge. Assist in the practical application of course materials. When you allow learners to practice the material on their own, be ready to help if needed. Avoid taking on too much responsibility. Do not forget that you must help employees successfully complete the training course. Constantly evaluate your progress. Express praise to staff for their success in applying class materials, point out ways in which this can be done even better. Always focus on what the employee is doing right. Show how you can achieve better results, ask questions that would lead the employee to a more complete understanding of the course content and increase his knowledge of how to properly complete tasks. Focus on those aspects of the activity that you think the learner should repeat. In this case, his wrong actions can be corrected, as a result of which the student will begin to correctly perform what is expected of him. Create a quantitative and qualitative system for recording results and monitoring their implementation. Choose a methodology for recording learning outcomes. Constantly check how well employees are doing what you expect them to do. This approach allows you to develop in people the perception that their success depends on themselves, as well as increase your authority in their eyes. As soon as possible, provide employees with the opportunity to independently perform their duties, and limit yourself to scheduled inspections of the intermediate stages of their activities. Let them know that you do not doubt their abilities. The effectiveness of almost any task in the enterprise can be assessed by providing written instructions for its implementation. Writing a written manual requires a thorough analysis of the task, a description of the most effective way to accomplish it, and a system for monitoring results. The use of such a system will allow employees to measure their degree of success so that they can later take responsibility for improving their performance in practice. Use your professionalism only to help train staff Perhaps you have more experience and qualifications than the trainees and perhaps you have more abilities, then in the process of training employees, you can easily feel impatience and even irritability due to the fact that they do not learn as quickly as you would like. information. Remember that you should never expect from another person the years of experience and qualifications that you may have. As soon as you show arrogance and impatience, people will quickly notice this and will not want and will not be able to realize their full potential. Use your expertise to help train employees. Remember that you must train employees and improve their professionalism. Every time you set a task for an employee, explain to him what he needs to do, how and by when. In this case, you use some method of bringing instructions to him. By becoming more aware of these daily learning and professional development opportunities, you can turn informal coaching into a powerful learning system for yourself and the employee. When you set a task for an employee, give him the opportunity to be personally responsible for its implementation. When an employee is personally responsible for completing a task, this allows him to feel confident in his own abilities and develop internal potential. Those who take responsibility for completing a task are emotionally involved in its completion. Since the pride of achieving results is a powerful motivator, you, as an experienced learning leader, should make the most of the benefits that come with it. Conclusion
The result of training and advanced training largely depends on the atmosphere in which the staff will plunge upon returning to work after completing the training. Since the success of training is determined by changes in behavior, staff must trust that innovations in their way of working will be appreciated by management. If the new style of behavior goes unnoticed, then everything will quickly return to the former more comfortable lifestyle and PPT will have to be forgotten. The responsibility of the manager is to create an environment conducive to learning in the enterprise, demonstrating his positive attitude towards innovation and change. The manager must remember that in the 21st century the main competitive advantage of an enterprise, which will determine the development or bankruptcy, profits and costs, survival in crises, is its effective employees, as well as the presence of a team and the number of leaders in the company at all levels. And this can be created only if the company has a system of continuous training and advanced training. Personnel training for most Russian organizations is now of particular importance. This is due to the fact that working in a market environment places high demands on the level of staff qualifications, knowledge and skills of employees: the knowledge, skills, attitudes that helped staff work successfully yesterday are losing their effectiveness today. Both external conditions (economic policy of the state, legislation and taxation system, new competitors appear, etc.) and internal conditions for the functioning of the organization (restructuring of enterprises, technological changes, the emergence of new jobs, etc.) change very quickly, which puts most Russian organizations are faced with the need to prepare personnel for today's and tomorrow's changes. The increasing role of learning in the processes of organizational change and organizational development is due to the following factors: Personnel training is the most important means of achieving the strategic goals of the organization. Success in the implementation of the most important strategic goals of the organization largely depends on the extent to which the staff is aware of the content of the strategic goals and how prepared they are to work towards their achievement. The need for rapid changes in the structure and principles of management, increasing the organization's ability to survive in a competitive environment is forcing the management of an increasing number of companies to move from short-term planning, which was appropriate in the face of uncertainty in the economic conditions of Russia in the 90s, to the development of long-term organizational development strategies. The implementation of these strategies requires a higher level of training for both managers and staff. Training is a critical means of adding value to an organization's human resources. Many organizations do not train their staff, because they do not consider this item of expenditure as a necessary expenditure of financial resources, believing that they can easily do without it. However, sooner or later, the management of any organization will inevitably have to face the fact that if they do not invest in increasing the level of knowledge and skills of their employees, then the return on the organization's human resources will be less and less every year. The need for training should be determined in two main aspects: qualitative (what to teach, what skills to develop) and quantitative (how many employees of different categories need to be trained). Assessment of training needs can be identified by the following methods: 1. Evaluation of information about employees available in the personnel service (length of service, work experience, basic education, whether the employee has previously participated in training or advanced training programs, etc.); 2. Annual performance appraisal (attestation). In the course of the annual assessment of performance (attestation), not only strengths, but also weaknesses in the work of a particular person can be found. For example, low marks for employees of a certain professional group in the "professional knowledge" column show that a need for training has been identified for this category of employees. 3. Analysis of long-term and short-term plans of the organization and plans of individual units and determination of the level of qualification and professional training of personnel necessary for their successful implementation. 4. Monitoring the work of staff and analyzing problems that hinder effective work. If errors, miscalculations regularly occur in the work of personnel, leading to poor work, marriage, safety violations, unreasonably large losses of time, then this information can be used to justify an application for staff training and in the preparation of training programs. 5. Collection and analysis of applications for staff training from department heads. Today, this is one of the most common methods in Russian organizations for determining the need for employee training. 6. Organization of work with a personnel reserve and work on career planning. 7. Changes in work, placing higher demands on the qualifications of staff. 8. Individual applications and proposals of employees. If an employee is interested in acquiring certain knowledge and skills, he can submit an application addressed to the head of the training department, endorsed by his immediate supervisor, indicating what kind of training he needs. 9. Surveys of employees. Personnel surveys designed to assess their need for obtaining new professional knowledge and skills development make it possible to more accurately determine the need for training for specific categories of personnel, specific departments or individual employees. Surveys can cover the entire organization or individual departments, they can be selective, covering only a representative sample. If the range of respondents is small, you can use the interview method. 10. Studying the experience of other organizations. Often the experience of competitors or related enterprises provides important clues related to the need for training of a particular category of personnel in order to maintain the required level of competitiveness. Based on the identified training needs, a set of preparatory activities is carried out. An obligatory part in it is the definition of the content, forms and methods of teaching. The content should be determined by the tasks facing the organization in the short and medium term. The most important characteristics of the studied material include its content, complexity and degree of structure. These three characteristics and learning objectives determine the forms and methods of learning. The set of preparatory activities also includes the definition of a training company, the preparation of training programs, a group of people sent for training, the selection of teachers and other activities. All of them can be performed both by the specialists of the organization itself, and with the involvement of an external consultant. The next step is the learning process itself. It is built on the basis of learning objectives, quality learning needs and prepared programs. Conditions play an important role in the learning process: the room must be adapted or easily adapted for conducting classes in it, the temperature regime, lighting regime, and others must be observed. During the learning process, ongoing monitoring of attendance, the smooth implementation of the curriculum and the provision of students with everything necessary should also be ensured. The next step is to test the acquired knowledge. With external training, it is quite difficult to evaluate the knowledge gained by employees, since the organization that conducted the training is interested in high rates of knowledge assimilation and may distort the assessment results, or they may be biased. In other cases, the acquired knowledge can be assessed. There are various methods for assessing knowledge, so, depending on the form and methods of training, employees can take a test, an exam, write some work (for example, a business plan), a business game, practice can be held (for example, when developing public speaking skills). speeches, a form of assessment of the acquired skills can be a public speech in front of the structural department of the organization). The final stage of the personnel training process is the evaluation of the effectiveness of the personnel. Its main purpose is to analyze the impact of training on the final results of the entire organization. It is quite difficult to evaluate the effectiveness of the learning process in terms of real profit, so it is possible to evaluate the effectiveness based on qualitative indicators. So some programs are conducted not to gain knowledge, skills and abilities, but to form a certain type of thinking and behavior. For a qualitative assessment of the effectiveness of the learning process, indirect methods can also be used, such as comparing the results of tests conducted before and after training, observing the working behavior of trained employees, observing the student's attitude to changes in the enterprise, and others. Quantification is also possible. But it is also based on relative indicators, such as student satisfaction with the curriculum, assessment of the assimilation of educational material, the effectiveness of meeting the company's training needs, expressed by numbers from 0 to 1. Each indicator is assigned its own coefficient of importance, which may vary depending on the organization. Then the integral indicator is calculated as the arithmetic mean of the products of these indicators by the coefficients of importance. Evaluation of the effectiveness of the learning process allows you to solve the following tasks: monitoring the implementation of the program points of the learning system; analysis and correction of weaknesses; monitoring of efficiency, quality; monitoring the effectiveness of training; development and implementation of corrective measures. Each organization that conducts training strives to maximize its effectiveness. To achieve this goal, it is necessary to pay enough attention to each stage of the learning process. Failure to pay attention to any of the steps is likely to negate all the results of this or future staff training processes in the organization. So, the process of personnel training is an integral part of the personnel policy of a successful organization, which can pursue a variety of goals: improving the quality of human resources, improving the quality of products or services produced by the organization, carrying out organizational changes, including adaptation to changing environmental conditions, development personnel, improving the communication system in the organization, the formation of organizational culture, increasing the level of loyalty to the organization. Insufficient attention to it or its incorrect organization can give rise to many problems in the organization, which, ultimately, reduce the effectiveness of the organization. Many types, forms and methods of the educational process allows you to choose the right one or a combination of the right ones for each individual unique social organization. In modern practice, companies use various types of organization of the learning process. They can be classified according to various bases. 1. According to the venue, internal training and external training are distinguished. Internal training is carried out on the territory of the organization, external - with a visit to a special organization involved in staff training. Each of these two types of training has its own advantages and disadvantages. The choice of internal training will allow organizing the learning process on-the-job or in such a way that the time for which employees are torn off is minimal; Another benefit of in-house training is that the organization does not have to pay for building a training center. The choice of external training, on the contrary, distracts the staff from work, but this can also be considered on the positive side. A change of environment and type of activity (from performing direct duties to training) can serve as a rest for employees of the organization. 2. According to the form of classes - lectures, seminars and trainings. Lecture (from Latin lectio - reading), a systematic, consistent presentation of educational material, any issue, topic, section, subject, methods of science. The main requirements for the lecture: scientific character, ideological content, accessibility, unity of form and content, emotional presentation, organic connection with other types of training sessions - seminars, industrial practice, etc. Seminar (from Latin seminarium - hotbed, figuratively - school), one of the main types of educational practical exercises, consisting in the discussion by students of messages, reports made by them based on the results of educational research. Seminars are also used as an independent form of thematic training sessions not related to lectures. Training (from the English train - to teach, educate) - a systematic training or improvement of certain skills and behavior of the participants in the training. The difference between them is huge: in a seminar, some knowledge is shared with participants, while in a training, participants develop skills. Accordingly, the training involves a number of training exercises that allow participants to consolidate their skills and receive feedback from the facilitator - what exactly they are doing well and what is bad. The presence of such a practical part determines the second feature of the trainings - they are usually longer than seminars, they can last up to several days, although it all depends on the goals that the trainer plans to achieve. 3. According to the object of training - corporate trainings (seminars, lectures) and open ones. Corporate training (seminar, course of lectures) is a form of training in which a lesson is developed for a particular organization, taking into account its characteristics. They can be both external (classes are ordered by a special organization) and internal (for example, at a corporate university). A qualified corporate training, even if it is not a specialized team building training, still contributes to team building. Participants in the process of training are included in common activities, often radically different from everyday activities, get to know each other better, have the opportunity, under the competent guidance of a trainer, even to resolve production conflicts that have accumulated during joint work. That is, a competent corporate coach, regardless of what his main goal is, will improve relations in the team. Open training (seminar, course of lectures) is a form of training in which the lesson is developed without taking into account the characteristics of organizations. Such classes can only be external and always with the involvement of a coach. In an open training, unlike a corporate one, the whole team usually does not participate. Often it is enough to train two or three employees, who can then effectively convey the essence of the training to the rest of the team. But at the same time, it should be borne in mind that different skill levels in the team can lead to mismatch. This situation generates great instability and can lead to conflicts. 4. According to the object of training, training can also be classified as training for top management, training for middle managers and training for direct executors. Training of various categories of workers should be based on completely different goals, so the training of performers will lead, first of all, to improving the quality of products and the economic and technical security of the organization; middle management training contributes to the easy implementation of changes in the company; training for senior management will change the general aspects of managing the organization. It should be noted the following pattern inherent in modern Russian society. High motivation for education and self-education is characteristic of the top management, and it is gradually falling. Those. the lower the employee's place in the organizational hierarchy, the lower his motivation for education and self-education. Thus, the more attention should be paid to the education of workers, the lower the position in the organization and in society and the lower level of education they have. 5. According to the subject of training - with the involvement of a trainer and without involvement. More often, classes are held with the involvement of a trainer (these are such methods of training personnel as production briefings, lectures, business games, analysis of specific production situations, conferences and seminars), but the presence of a professional trainer is not at all necessary. In this case, the following methods are applicable: changing the workplace, forming groups for the exchange of experience, creating quality circles and other methods. Such a variety of types and forms of the learning process allows organizations to choose the most suitable for them at the moment and under certain prevailing conditions, allowing them to achieve their goals. That is, the choice of the type and form of the learning process should be determined by the specific conditions in which the organization operates and the goals to be achieved through the learning process. The wrong choice of the type and form of training can negate the positive effect of the activities. The effectiveness of such investments in personnel will be negligible or may even reduce the synergistic effect in the organization to zero or make it negative. And vice versa, the right choice of the type and form of the learning process can significantly improve the psychological climate in the organization, resolve interpersonal contradictions.
In accordance with the presence of three levels of professional qualification, programs of three courses of professional training have been developed, the general principles of which are:
one). Course "Introduction"
1) Individual training of candidates
7. Federal Law "On the development of small and medium-sized businesses in the Russian Federation" (as amended on October 18, 2007) (Rossiyskaya Gazeta, No. 237, 10/24/2007).
The nuances of retraining and advanced training of personnel
By observing all these formalities, you can avoid unpleasant situations, protect yourself in the event of force majeure, and thus be able to compensate for all expenses spent on training.Analysis of the advanced training system, calculation of the retraining process
At this stage, it is worth drawing up a detailed plan, setting the deadlines for its implementation, determining what level each employee should reach at the end of the project, and forming a system and form for evaluating the knowledge gained.Training systems and terms of their implementation
Methods of training and advanced training of personnel
The relevance of staff development
Forms, types, stages and methods of modern advanced training
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