Training company employees “in-house.” How to organize staff training on your own How to properly organize staff management training

Professional staff training- this is a systematic process of developing among employees of an enterprise the theoretical knowledge, skills and practical skills necessary to perform work.

Professional training of personnel in market conditions must be continuous and carried out throughout their entire career.

The increasing importance of continuous training of enterprise personnel is determined by the following factors:

The introduction of new equipment, technology, the production of modern goods, and the growth of communication capabilities create conditions for the elimination or change of certain types of work. In this regard, the necessary qualifications cannot be guaranteed by basic education;

High level of competition between countries. Countries with a modern system of lifelong education are leaders in this competition. They have the opportunity to respond to any “challenge” in the shortest possible time by increasing labor productivity;

Changes in all areas of life. Continuous and rapid changes in technology and computer science require continuous training of personnel;

For an enterprise, it is more efficient and economical to increase the productivity of existing personnel on the basis of their continuous training than to attract new employees.

Thus, since the 70s, most managers of American corporations began to consider training costs as profitable investments, and personnel development departments and in-house training centers as departments involved in generating profits.

A comparative analysis of traditional and integrated training of enterprise personnel is presented in Table 10.6.

Table 10.6. Comparative analysis of traditional and integrated training of enterprise personnel

In a simplified version, the participants in the learning process are:

Top management of the enterprise;

Middle level managers;

Lower level managers;

Ordinary employees of the enterprise.

It should be noted that senior management cannot be directly responsible for staff training - its task is to determine the strategic direction.

Middle managers directly work only with line managers, so they do not know the real situation in the field of personnel qualifications. They do not have a full understanding of the existing discrepancy between actual and required qualifications.

Thus, only line managers can be directly responsible for the employee training process. Firstly, they know everything about the work performed by their subordinates, and secondly, they can realistically assess qualifications and competence.

The staff is managed by the immediate supervisor. Accordingly, he is also responsible for training employees.

As for the role of the personnel management unit in the training process, it is determined, as in other areas of human resource management, by the high level of special knowledge, experience, and information possessed by the employees of these units.

Professional training of enterprise personnel provides:

1. Primary vocational training of workers (receipt of vocational education by persons who previously did not have a working profession or specialty, which ensures the appropriate level of professional qualifications necessary for productive work at the enterprise).

2. Retraining (vocational or higher education aimed at mastering another profession (specialty) by workers or specialists with higher education who have already received primary vocational training in vocational or higher educational institutions). Thus, in the process of scientific, technical and social progress, the basic education received by a specialist in certain cases requires changes. Relevant educational institutions carry out retraining of managers and specialists in order to master a new specialty.

3. Advanced training (training aimed at developing and improving knowledge, skills and abilities in a specific type of special activity, due to constant changes in the content of work, improvement of equipment, technology, organization of production and job transfers). It is usually carried out with a break from work for up to three weeks or with a partial break from work for up to six months. The recommended number of students in groups is up to 30 people. Curricula and programs for short-term training are developed by enterprises or educational institutions that organize this type of training for managers and specialists. Studying in groups ends with passing exams or defending coursework.

The editor-in-chief of the Publishing House "Galician Contracts", the weekly "Contracts" Nikolai Sheiko noted: “In the business press market, the biggest problem is personnel. The process of transitions, constant migration of personnel is natural. The reasons are different. Somewhere a journalist cannot move forward career ladder, as positions are filled. The second reason for layoffs is publications that appear offer conditions much better than we can offer. In such a situation, it makes sense to train staff ourselves. We taught many of our journalists from the first steps.

The model for organizing the training process at an enterprise consists of three stages (Fig. 10.3).

Assessing the need for staff training is a key element in organizing training. The quality of the analysis of training needs determines the cost-effectiveness and effectiveness of subsequent employee activities.

The basis for analyzing training needs is usually a business plan. Based on this, you can analyze what is really needed for efficient work enterprises. For example, if a company is planning to enter new markets or release new products, it is important to understand whether the staff has the necessary contacts, technical experience, and knowledge of the features of new markets? Are the resources of the sales department adequate for the task of selling a new product?

On at this stage It is also necessary to determine the general areas in which training needs to be carried out.

The collection and analysis of information in the following areas will help to specify the tasks in each of the areas:

Human Resource Management;

Organizational analysis, analysis of work operations;

Analysis of staff turnover;

Analysis of lost working time (illness, ironwork, unacceptable absence)

Management information;

Sales volume analysis;

Analysis of the volume of products produced; analysis of the quality of products and services; deviation analysis; analysis of financial indicators;

Analysis of customer and buyer reviews;

Information about the activities of employees;

Analysis of employee performance;

Analysis of employee competence.

To do this, certain information must be collected, processed and analyzed. Areas for analysis can be divided into three levels:

Enterprise level. Training necessary to improve the efficiency of the enterprise as a whole. For example, a change in the value system, a change in ideology and methods of working with the customer;

Group level. The goal is to increase the effectiveness of groups. For example, changes in accounting, changes in occupational safety requirements, changes in production technology, or the opening of a unique order;

Individual level. Improving the performance of individual employees. For example, the use of new equipment, increasing management competence, mastering special skills or mastering management technologies.

Once areas of possible improvement have been identified, it is necessary to specify goals and objectives for each specific area. To do this, it is necessary to express the desired learning outcomes in the form of a description of the necessary reality for the enterprise or a specific employee and give them a certain numerical value (for example, reduce the number of customer complaints by 6%). Sometimes learning objectives are quite difficult to express in quantitative terms, and if this is truly impossible, it should be done detailed description What the process will look like is improved upon completion of training (for example, clearly following all stages of the sales process will be confirmed by completing the appropriate forms). As a result of this work you will receive:

Basis for curriculum development and teaching method selection;

Criteria for subsequent assessment of training effectiveness;

Criteria for selecting training participants.

The goals of training from the points of view of the employer and the employee themselves differ significantly.

Thus, from the employer’s perspective, the goals of continuous training are:

Organization and formation of management personnel;

Mastering the ability to identify, understand and solve problems;

Personnel reproduction;

Personnel integration;

Flexible personnel formation;

Adaptation;

Introduction of innovations.

From the position of an employee, the goals of continuous training are:

Maintaining at an appropriate level and improving professional qualifications; obtaining professional knowledge outside the scope of professional activity;

Obtaining professional knowledge about suppliers and consumers of products, banks and other organizations affecting the operation of the enterprise;

Development of abilities in the field of planning and organization of activities.

TNT International Express Ukraine planning process internal system Personnel training began in the sales department. The director of the company noted: “When we had a question about who and how would organize and conduct training in the sales department, we identified three functions for managing and organizing training: training coordinator, manager-trainer, mentor. initial stage The director of sales and marketing took on the role of training coordinator in the sales division. Coordination of training activities consists of identifying the training needs of employees, planning and organizing training events, and analyzing the results of training sales personnel. A professional in his field is selected for the role of manager-trainer. It is important that the candidate for this role is able to transfer knowledge to others, and also enjoys authority among colleagues. Mentors in our case are employees who provide assistance to newcomers in the first two months of their work in the company. In the sales department, the role of mentor is planned to be assigned to an experienced salesperson who works in the same area together with a newcomer. It is planned to use interactive methods in training sales department employees, because people who work in sales and marketing have an inherent “adaptive” type of training. They usually gain skills through experimentation and direct participation in a specific situation. That's why we develop role-playing games and cases to train sales managers and customer service employees."

The motivation for lifelong learning in American companies is the connection between the performance of each employee and the provision of training opportunities: the value of a company's employee determines the amount of funds allocated to improve his skills.

Professional training of enterprise personnel can be carried out both directly at the workplace and outside the workplace (Table 10.7).

Table 10.7. Methods of professional training of enterprise personnel

Thus, on-the-job training is characterized by direct interaction of the student (listener) with work in a normal production situation. A characteristic feature of such training is that it is organized specifically for a given enterprise and only for its personnel.

It is advisable to apply vocational training in the workplace:

To develop the knowledge, skills and abilities necessary to perform current production tasks, when the content of training can be adapted to the needs of the enterprise;

When an enterprise has a sufficient number of employees with the same training needs;

When the enterprise has a sufficient number of qualified teachers or industrial training instructors.

However, on-the-job training in many cases is ineffective for the formation of new knowledge, since it does not allow the employee to abstract from the current situation in the workplace and change his work behavior in a certain way.

In addition, off-the-job training can be carried out using educational methodological support that is not available at the enterprise, by highly qualified teachers who are available only at the educational institution. Under such conditions, forms of training outside the workplace are more suitable.

In addition, the choice of training methods should depend on the specific situation and capabilities of the enterprise. The main general rule: teaching methods must correspond to the goals and objectives of training.

The choice of teaching methods depends on the following factors:

Goals and objectives of training;

Direct and indirect cost of training;

Urgency (time available for training)

Composition of participants (their qualifications, motivation, preliminary preparation)

Qualifications and competence of teachers.

IN general view The effectiveness of training can be assessed by comparing actual training results with the goals that were set before training using established criteria.

Determining and assessing the effectiveness of investment in training is a pressing and very complex problem. It's obvious that:

The development of human resource management development programs should be based on a clear identification of the practical needs of real clients (enterprises and program participants);

Impact estimates may vary among members and clients depending on their individual and corporate goals.

Ideally, these goals should be united in terms of satisfying needs.

For business owners, senior executives and entrepreneurs, these goals will be:

Increasing productivity, efficiency and profits;

Obtaining general competitive advantages; increasing the market share and assets of the enterprise.

For senior managers, training objectives are:

Improving the efficiency of enterprise management and labor productivity, implementing changes and new projects;

Improving teamwork and processes;

Developing new means to achieve corporate goals.

For business managers, the training objectives are:

New career prospects;

New opportunities to improve the work of your sector;

New methods for solving problems;

Increasing the number of customers and better satisfying their needs.

For enterprise employees, the training objectives are:

Improving working conditions;

More active participation in decision-making processes;

More effective use of personal potential;

More pleasure from work.

For the company, the goals of personnel training are:

Contribution to the economic well-being of the country; increase in budget revenues;

New ways to solve social, regional and other problems.

The effectiveness of training could be determined by the formula:

The difficulty, however, is that the goals of the participants in the learning process are significantly different, and the price that each of them is willing to pay is also different.

Therefore, when analyzing the effectiveness of training, with the exception of simple and obvious cases (for example, an increase in typing speed as a result of training), an integrated approach should be used.

One of the options for assessing the effectiveness of training can be based on the theory of human capital, according to which the knowledge and qualifications of employees are considered as capital that belongs to them and generates income, and the expenditure of time and money on acquiring this knowledge and skills is an investment in it.

The following characteristics of fixed capital can be distinguished:

Purchase price;

Replacement cost;

Book value.

The acquisition price is the sum of the costs of recruiting labor, familiarizing it with production and initial training.

The replacement cost is established for each group of workers and expresses the cost of recruiting and training a worker for each occupational group at current prices.

The book value of the property is calculated using the formula:

where r is the expected duration of employment; p - number of years worked; C - replacement cost.

The balance sheet shows the total amount of investment in labor resources at the beginning of the planning period (recruitment and training costs), indicates the volume of investments made during the reporting period, calculates the amount of losses due to layoffs, outdated knowledge and qualifications, and displays the value at the end of the period under review.

Researchers argue that there is now a higher economic effect from investing in personnel development than from investing in means of production.

Thus, to ensure the effectiveness of the personnel training system it is necessary:

Analyze the current situation;

Formulate learning goals and assess the prospects for achieving them;

Predict changes, prepare change projects;

Determine the timing and costs of training.

What forms and types of work with personnel reserve exist? Where to order training and development of personnel in an organization? What are the methods for identifying staff training needs?

Hi all! Today I, Alla Prosyukova, propose to talk about staff training.

The rapid development of technology forces employers to constantly improve the level of staff through training. Professional personnel increase the competitiveness of the company and its profits.

Improved qualifications also benefit the employees themselves. They cope better with assigned tasks, which leads to higher salaries and career advancement. But in order to achieve the desired results, you need to know the main points of organizing staff training. This is exactly what will be discussed in my new article.

Those who read to the end will receive a bonus - useful tips on the topic of the article and interesting video material.

1. What is personnel training and why is it carried out?

We constantly hear: “staff training, staff training.” But not many people can clearly explain what this process actually is.

So let's start with the basic definition.

Training is the development of professional skills, abilities and knowledge of employees in accordance with the goals and strategy of the company.

As I wrote above, employee training is important not only for the employer, but also for the employees themselves.

Benefits for the employer:

• highly professional personnel capable of solving the most complex problems;
• reduction in staff turnover;
• formation of a personnel reserve;
• reducing recruitment costs;
• increasing employee motivation.

Positive points for the employee:

• acquisition of new professional knowledge and skills;
• salary increase;
• promotion;
• confidence in the future;
• no fear of losing your job;
• increased respect and appreciation;
• increasing work motivation.

2. What types of personnel training exist - TOP 3 main types

Personnel training is classified according to various criteria. By type, it is divided into training, retraining and.

It is with them that I will introduce you in more detail.

Type 1. Personnel training

The purpose of employee training is to obtain the necessary knowledge and skills to perform certain tasks.

Example

Dasha graduated from school this spring and tried to enter the university. However, I didn't get enough points. The girl decided not to go to the paid department, but to prepare and try again next year. In the meantime, we need to go to work! Of course, she had no profession.

Based on the situation, Dasha chose the nearest supermarket for her employment. Convenient schedule, “live” work close to home, plus training and staff training right at the workplace. And you master the profession, and the salary comes.

Type 2. Personnel retraining

From the name of this type of training it becomes clear that retraining– this is the acquisition of knowledge by employees in connection with a change in profession or changes in requirements for it.

Example

Natalia Kozina had a higher education in economics and 4 years of experience as an accountant. As part of her job, she closely interacted with the economic planning service. Therefore, when a position as an economist became available in the company, management decided to offer it to Kozina.

But Natalya did not have the necessary knowledge. The management decided to send her for short-term retraining to their own training center.

Type 3. Advanced training

This type involves employees obtaining additional knowledge in connection with changes in qualification requirements for a particular position, specialty, etc.

Such training will help the employee adapt to new conditions without loss and continue to perform his duties at the proper level.

Sometimes advanced training is the only way to keep your job.

3. Basic methods of training personnel in the workplace - 6 main methods

Used for personnel training various methods. Their choice depends on the method of acquiring knowledge: on-the-job training or off-the-job training.

We will consider methods related to both methods. Let's start by looking at 6 methods used in on-the-job training.

Method 1: Copy

Everything is very clear here. A new employee observes the actions of a more experienced employee, repeats all his movements, as if reading them.

The more accurately he repeats them, the faster the beginner will develop the necessary professional skills.

Method 2. On-the-job training

Surely you remember how, when you were hired, you were given on-the-job training.

On-the-job training is generalized information about the upcoming functionality, making it easier to get into a new position and soften getting used to the new workplace.

Method 3. Mentoring

This method has its roots in the distant years at the dawn of the young Soviet republic.

Mentoring– training of a young specialist by an experienced employee, who is assigned to the newcomer for a certain period and takes patronage over him.

A distinctive feature of this method is that training is carried out directly at the workplace during working hours, under the supervision of a mentor and with his constant support.

Mentoring goes through 5 stages in its development.

This is especially true where the role of practical skills is great. For example, in the banking sector.

Method 4. Rotation

Rotation is the temporary movement of an employee to another workplace in order to gain new skills, knowledge, and experience.

Benefits of rotation:

• increases motivation;
• helps overcome stress from monotony of work;
• expands your social circle.

This method is especially in demand in companies where complete interchangeability of employees is necessary.

Example

In most commercial banks, the development of new areas of work occurs through rotation.

So, for example, an employee-operator serving individuals is temporarily transferred to serving legal entities. After some time, he becomes a universal employee of the bank's operational department. The bank did not incur any training costs, and the benefits are obvious!

Very often rotation is combined with mentoring.

Example

Chief Specialist of the Operations Department Marina Lapteva was going on another 2-week vacation. She will be replaced by Olga, a leading specialist in the same department.

So that Olga could fully perform her job duties in the new place, she was transferred to this site for 2 weeks ahead of time, where the girl, under the guidance of the experienced Marina, mastered the main aspects of the job responsibilities of the chief specialist.

When the time came and Lapteva went on vacation, Olga, taking over her responsibilities, worked for those 14 days without any problems.

Method 5: Delegation

Delegation is the transfer of authority in decision-making on a specific problem.

Example

The manager of the operations office, Petr Vasilievich, left on a business trip after 2 months. The replacement was entrusted to Svetlana Ivanovna Kolosova, the head of the operations department, a competent specialist with extensive work experience.

However, she has never been in the role of office manager! In order for the replacement to be successful, Pyotr Vasilyevich began to instruct (delegate) Svetlana Ivanovna on a daily basis to resolve various issues.

Yesterday Kolosova single-handedly went to Mechta LLC to present the possibilities of the salary project. Today, Svetlana Ivanovna independently deals with office bills for utilities issued by suppliers. Tomorrow, according to Pyotr Vasilyevich’s plan, she will instead interview a candidate for the position of credit inspector.

So, in a fairly short time, Svetlana Ivanovna will master the basic powers of an office manager without stress or problems.

Method 6. Method of increasingly complex tasks

With this method, the student is given increasingly complex and voluminous tasks over and over again.

Example

When a new bank employee is on a probationary period, they usually load him up gradually.

First, he gets acquainted with the basic internal documents necessary for him to perform his official duties.

Then he practices the skill of opening the trading day. Then he is entrusted with servicing 1-2 client accounts. This is how every day an employee learns all the intricacies of the profession.

4. Basic methods of training personnel outside the workplace - 7 main methods

Now let's look at learning methods outside the workplace.

I have chosen 7 of the most well-known methods for consideration.

Method 1. Lectures

A lecture is a way to obtain theoretical knowledge. Lecturers are experts in a particular field.

The lecture method has both advantages and disadvantages.

Advantages and disadvantages of the lecture method:

Method 2. Seminars and conferences

The conference allows participants to find solutions to problems through active collective discussion.

At the seminars, the lecture material listened to is consolidated and its assimilation is checked. Typically, a seminar takes place in the form of an active discussion of a topic, which allows you to consider it from all sides, to analyze complex issues using the practical experience of not only the teacher, but also the students themselves.

Unlike lectures, seminars are conducted in relatively small groups (10-15 people)

Method 3. Business games

A real professional situation is played out in which the participants of the game (students) try to solve the problem set by the condition.

This technique allows you to learn while playing.

Method 4. Trainings

In the trainings, the theoretical block is kept to a minimum. Most of it is situational practical tasks, during which participants practice the necessary professional skills.

This method is based on active forms of learning using role playing games and group discussions.

Method 5: Modeling

When training personnel, real work situations are recreated through simulation.

Example

When training “credit officers” of one of the commercial banks in Kazan, the Aktiv company widely uses the modeling method.

During the lesson, a real situation is created, for example, initial consultation of an individual client regarding obtaining a car loan. Group members are divided into clients and consultants.

Such immersion in real conditions helps to consolidate skills, delve deeper into the situation, overcome the fear of communication, and learn to work with client objections.

Method 6. Quality circles and working groups

Quality circles are voluntarily created groups for effective solution assigned tasks through joint efforts.

Advantages of training:

• increasing employee self-esteem;
• removing “clamps” from employees;
• the opportunity to learn to adequately perceive positive criticism and make collective decisions.

Disadvantages of the method:

• not suitable for taking on complex tasks and problems;
• a specially trained leader is needed to guide discussions to make the best decision;
• spontaneity - there is no discussion algorithm.

Method 7. Self-study

Workers study the necessary material without any help.

Self-study has a number of advantages:

• learning at an individual pace;
• anywhere at a convenient time;
• saving time and money.

But there are also a number of negative aspects to self-study:

• inability to ask questions and discuss difficult issues while studying the material;
• decreased motivation;
• lack of control.

In the age of high technology and the Internet selfeducation takes place in a very varied way using video, audio, and special programs.

Self-paced learning using video lessons is especially popular. “What I hear, I forget. What I see, I remember" - Confucius reasonably noted.

Video lessons allow the student to visualize the situation, in detail and in motion.

5. How to organize staff training - step-by-step instructions

If you are not a professional in the field of personnel training or you have never acted as an organizer of training programs, then my step-by-step instructions will be useful for you.

Read and put into practice.

Step 1. Determine the purpose of the training

First of all, it is necessary to determine the purpose of the proposed training.

Decide what you need:

• improving the quality and productivity of employees;
• creation of a personnel reserve;
• training of personnel for a new direction of the enterprise’s activities;
• increasing staff motivation.

Step 2. Select and approve the training format

Often the format of training directly affects its effectiveness. How to choose it correctly?

If you have a large company, its divisions are scattered throughout the country, and your employees have good computer skills, choose distance learning.

If the company is small, then perhaps a more acceptable form is training with an instructor. Direct contact promotes better digestibility of the material.

Make the right choice, and then learning will be not only useful, but also enjoyable.

Step 3. Create or select training courses

Companies that have their own training centers usually develop their own training programs.

Such programs fully meet the needs of the company. But only if they are done professionally. Otherwise, it is better to choose courses offered by specialized developers.

Step 4. Find and prepare training trainers

Staff training is carried out by both full-time trainers and invited ones. If the company has its own mentors who are capable of teaching, do not forget to check their level of training and regularly send them for advanced training. After all, they are the same employees, and the relevance of their existing knowledge is also important to them!

The option of training with invited trainers is quite common. Select such specialists carefully: collect reviews, request documentation confirming their level of professionalism, check licenses.

Step 5. Train company employees

Review and approve the training schedule and program. Create conditions for its passage.

Some companies offer courses on weekends. Then these days are compensated by adding them to the next vacation.

When training employees, do not shy away from controlling this process. Knowing that you have your finger on the pulse, employees will be more responsible, and coaches will not relax.

Step 6. Consolidate and evaluate the material covered

Reinforce the material you have covered using situational tasks. This method will allow you to identify gaps in training and correct them in a timely manner.

The best way to test knowledge is testing: the answers are strictly recorded, any disagreement with the results is easy to refute.

Step 7. Analyze the learning results and summarize

Any training ends with a summary. I recommend that everyone who has completed the training be asked to fill out a questionnaire that will determine the level of staff satisfaction with the course completed, find out the needs for further training, and identify bottlenecks in the course.

Based on the results, personnel changes are made, wages are changed, some of the employees are included in the personnel reserve, etc.

Only in this case will employees be motivated to further learn and improve their skills.

6. Professional assistance in staff training - review of the TOP 3 service companies

If your company does not have personnel training specialists, the task should be entrusted to professional specialized companies.

I decided to make your choice easier and selected 3 highly professional training companies. Meet us! Choose!

1) Triumph

The Triumph Personnel Center has been engaged in personnel projects since 1997. The agency provides services of the highest quality. Evidence is provided by the company's client base, which includes Gazprom and RBC, Raiffeisenbank and Otkritie Bank, Khiminvest and Gedeon Richter, as well as many other well-known companies.

Main activities:

• selection, adaptation of personnel;
• development of corporate standards;
• development of motivation and incentive systems;
• consulting support in resolving conflict situations;
• personel assessment.

All personnel center specialists have extensive practical experience and the necessary educational level, which they constantly maintain up to date.

2) Granite Consulting

The company has been providing legal and consulting services throughout Russia from Kaliningrad to Vladivostok for more than 7 years.

13822 legal entities have already become regular customers"Granit Consulting"

Company Services:

• certification;
• non-state examination;
• accounting services;
• legal services;
• Preparation,
• personnel services.

This is only a partial list. Visit the company's website and familiarize yourself with it in more detail. There you can also find useful publications, customer reviews and much other necessary information.

3) MegaPeople

"MegaPeople" is a training center engaged in training and development of personnel, develops effective training and... Visit the company's website.

There you will find:

• detailed information about the company and its employees;
• schedule of open trainings;
• training programs in a large number of areas;
• useful publications;
• feedback form.

On the website, the company offers its visitors a free trial online sales training. Test your strengths, but also form an opinion about the training courses.

7. How to choose a provider and training program - 4 simple tips

Making a choice is always difficult. Good advice in such a situation will come in handy.

To help you, I have prepared a few small tips that will allow you to correctly navigate the personnel training market.

Tip 1. Pay attention to the visual aids that accompany the process

"Better to see once than hear a hundred times"- this catchphrase perfectly conveys the importance of visual aids in learning.

It has been scientifically proven that about 60% of the world's population are visual people - people who perceive the world around them through vision.

Layouts, posters, slides, presentations, films - all these are visual means used to accompany the learning process. Such tools make learning visual and “live.”

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

Training company personnel is the only way to always be ahead. Success in the market and making a profit depend only on how well your employees know how to create, present and sell a product. In this article we will look at the main methods of staff training.

Personnel training in the organization

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

Goals and importance of staff training

The importance of continuous employee training modern enterprise difficult to overestimate. Just look at the following factors:

• New technology is constantly being introduced, the production of new goods has been introduced, and new information and communication technologies are appearing.
• The world is becoming a market, and competition between countries is constantly growing. The better the system of continuous education and labor of workers in a country, the more likely it is that it will become one of the market leaders.
• The continuous process of training personnel who already work in the company and know the features of production and sales of products is ultimately more effective and economical than hiring new employees.

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

• Reproduction and integration of personnel.
• Adaptation of workers.
• Implementation innovative technologies and other innovations.
• More flexible personnel formation.
• Acquiring skills in identifying, understanding and solving emerging problems.

The employee has more practical goals:

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

How to identify staff training needs

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

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

In medium-sized companies, the personnel training program and rules are developed by employees of the HR department. At large enterprises there is a special training department, which is responsible for the development of professional knowledge and skills.

For competent organization employee training must first be determined to what extent it is necessary. For this, standard methods are used:

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

Types and concepts of personnel training

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

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

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

• Specialized education. It has a limited event horizon and is limited to either the present moment or the immediate future, as well as a fixed workplace. It is ineffective in the long term, but is popular among workers as a way to build self-esteem and maintain their place in the moment.
• Multidisciplinary training. More economically efficient and forward-looking, it increases employee mobility. This creates some risk for the enterprise: a mobile worker has the opportunity to choose and, in comparison with specialized employees, is less tied to his workplace.
• Training focused on personal development. Each person has a certain set of qualities, both innate and acquired. This concept provides for their development and direction for specific activities.

How to save money on employee training

What to do if the deteriorating financial situation of the company forces you to cut the budget for employee training? Introduce a culture of self-learning. This way you will reduce the cost of personnel development and be able to quickly respond to market changes.

Find out more about how to do this from the article in the electronic magazine “General Director”.

Choosing a form of staff training

Employee training can be organized as on our own enterprise, and give it to outsourcing. Let's take a closer look.

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

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

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

On-the-job training

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

Let's consider the main methods of training staff on the job.

Mentoring

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

Personnel rotation

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

Increasingly complex tasks

First, the beginner is given a simple task - for example, turning a bolt or writing a small part of the source code of a program. If he succeeds, the next task is given. And so, gradually complicating the tasks, they turn him into a professional. After some time, he will perform new work at a qualitatively different level.

Production instruction

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

Shadowing

Methods of training personnel in practice. This method is used in companies that supervise colleges and universities, selecting personnel among graduates. Graduate students are given the opportunity to spend some time next to a specialist, observing his work in real conditions. In this way, the newcomer gains a little experience in real work, and those who do not like this kind of work are automatically eliminated.

Off-site employee training

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

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

Lectures

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

Another nuance is that the lecture teaches you to automatically accept someone else’s opinion. Most students take notes from the lecturer without further checking the facts and figures.

Seminars

A classic seminar is a discussion with a pre-agreed topic. Students exchange opinions on this topic, ask each other questions, and argue. The lecturer acts as a moderator. A seminar is most often held after a lecture to reinforce the material.

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

Training

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

Distance learning

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

Distance education looks like this: The company opens an online educational website and uploads everything there necessary materials: books, presentations, video tutorials, regulations, electronic courses. Each employee of the enterprise receives his own login and password. At any time, he can access the site from any gadget - computer, smartphone, tablet - using his credentials, study the proposed material, and then take the test. Reports are sent to the manager's desk in which he can see how much time employees spend on taking lessons and tests, which courses they are interested in, and which ones they make mistakes in.

The main advantage of the remote approach to personnel training is the ability to train employees from several branches. All data is stored in one place, and every employee has access to it. The disadvantage is that you will have to expand your staff a little. Separate specialists will be needed to create and maintain the website and develop electronic courses.

Business games

Another method of training personnel outside the enterprise is to conduct business games. The training is carried out in conditions as close as possible to real ones. Real practice is taken as a basis. For example, employees must decide in real time specific task– sell a product, present a new product, reassure an inadequate client. Everything depends only on their professional orientation.

As a result, employees are trained to behave in a variety of production and other situations, negotiate, and justify their point of view.

Mixed approach to employee training

In the traditional formulation, mixed is the combination of a remote approach with a face-to-face approach. For example, a face-to-face lesson is held, after which employees study electronic materials and take the course online. All materials are available to employees and can be studied at any time. With another approach, workers first carefully study all the theory, after which they undergo an in-person master class, during which the trainer does not touch upon the methodology and focuses exclusively on practice.

There are other combined techniques that combine several methods. Among the main ones we can list:

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

Training of qualified employees can be considered effective if the costs associated with it in the future will be lower than the costs of increasing work efficiency due to other factors and costs associated with insufficient qualifications of personnel.

Personnel development system

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

The functions of the personnel development system include:

• Analysis and assessment of the professional level of employees.
• Analysis of the personal level of employees.
• Determining the need for training activities.
• Motivating staff to study.
• Selection of specific forms and methods of training and control.
• Organizing training events, sending employees to take courses, etc.
• Organization of control activities, checking the assimilation of new materials.
• Analysis of the results and conclusions for further work with personnel.

How to evaluate the results of staff training

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

To correctly assess the results of training events, several factors need to be taken into account:

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

Nowadays there is no longer any need to prove the need for training and advanced training of employees. Highly qualified personnel have a significant impact on the survival and profitability of the enterprise.

Factors influenced by employee training:
— to improve the quality of work of managers, replacing old ineffective management techniques;
— on the level of qualifications in professional activities;
— to increase the volume of production activities;
- development of communication skills and others.

Is it worth spending money on external training and training centers to constantly maintain the professional level of employees?

Perhaps you can implement internal staff training on your own, because there is nothing overly complicated in this. You just have to start.

How to organize staff training on your own

The process of organizing internal staff training should be implemented in stages.

1. Objectives and setting goals for personnel training.
2. Approval of training formats.
3. Highlighting the need for staff training.
4. Creation of training courses.
5. Search and preparation of training trainers (mentors).
6. Training of enterprise employees.
7. Consolidation and evaluation of the material covered.
8. Analysis of learning results.

Let's look at some of the steps.

Highlighting staff training needs.

When identifying the training needs of employees, it is necessary to identify exactly the gap in the qualifications of employees that reduces the effectiveness of their work.

It is determined in the process:
— analysis of personnel performance results;
— employee certifications;
- upon requests from managers and employees.

The head of the department should take the leading role here, identify the need for training and propose topics for training programs.
However, employees must independently analyze the effectiveness of their own work. And, if necessary, contact the HR department or the manager with a request for thematic training.

Staff training format.

The ideal option is to organize the company’s own center for training and advanced training of employees. In this connection, it is necessary to equip the educational process with technical means, information systems and educational materials.

In addition to equipped offices and conference rooms, with a distributed organization structure, there may be a need for distance learning. In this case, it is necessary to introduce a distance learning system, webinar rooms, and also develop electronic educational materials.

In this case, serious financial costs will be required, but you can begin to implement staff training using simple means.

Small companies can build a learning process that is easy to manage and implement, requiring minimum costs, with the proper quality of education, without creating special infrastructure and classrooms.

1. Organization network storage educational and methodological materials, reference books, instructions (folder on a shared network drive).
2. Implementation.

Any method (face-to-face or distance learning) will require the creation of an interactive training course containing:
— theoretical course of lectures (text material, presentations);
— video material with recordings of a lecturer, trainer, specialist;
— practical tasks, cases, simulators;
— trainings;
- control test.

The Internet has accumulated a huge amount of educational material on various professional topics, take advantage of them.

At the initial stage, the training manager can assemble a training course from training materials that are freely available.

Build a training course from materials from the websites of electronic libraries, professional communities, free educational projects, etc. Educational or thematic video materials from YouTube channels, etc.

You can arrange testing for the completed course at free program or in an online testing service, of which there are also a large number.
Collect all this in one folder with the topic of training and instructions with links to completing the course or in an electronic course in.

Welcome and encourage a form of employee self-learning. It is enough to conduct public conferences and other events. The HR manager needs to regularly monitor events on the Internet and announce them to the staff, in any form convenient for your organization.

Search and preparation of training trainers (mentors)

The stage of training their own trainers and mentors is carried out for each unit. Department managers should assign employees to analyze work and determine current training objectives. At the stage of training trainers, an enterprise can use personnel from third-party organizations (outsourcing).

Often, the most qualified employees of the enterprise become mentors in production, experienced craftsmen. When choosing a trainer, however, one should take into account not only the level of skill, but also the employee’s ability to teach.

HR staff should use the following criteria:

— high level of professionalism;
— consistently high assessment of labor performance indicators;
— ability to train employees;
— loyalty to the company;
- Excellent communication skills.

Implementation of internal training and personnel development(albeit the most primitive and simple one) will give impetus to the self-development of staff, increasing the productivity and efficiency of employees.

Having acquired new knowledge and skills, each employee who has completed training begins to gradually implement them into their daily work. By gradually systematizing the approach to organizing the work process, an employee can very soon become convinced of the effectiveness of the training he has received. The quality of work increases noticeably.

Of course, the introduction of new knowledge and its application in practice is a matter of time. Not every employee is able to immediately implement the acquired knowledge into action, as they are used to working from their own experience. But the knowledge is present, and over time, the approach to organizing work and applying the new knowledge and skills acquired begins to change.

In this article we will consider the following questions:

• Personnel training methods
• Communication between staff training and motivation
• Examples of staff training from our practice

Training employees means developing their professional knowledge, skills and abilities that will help the company achieve its goals.

Why waste time, effort and money on staff training if universities are already producing trained employees?

The knowledge acquired by a person even in a narrowly focused educational institution often does not allow him to perform high-quality work in the organization due to lack of experience. Especially if the company provides specific services that require in-depth study of the topic. If an organization thinks about its well-being and prosperity, it is ready to invest money in training and personnel development management.

The experience of eastern companies, where they prefer to “grow” an employee for themselves, shows that such a strategy brings excellent results. An employee is considered more valuable the longer he works at one enterprise. Today, people in Russia are also coming to understand the importance of continuous employee training.

Increasing the level of knowledge, practicing the mechanism of action in emergency situations or training in teamwork ultimately brings only advantages to both the employer and employees. Training staff during a crisis allows you to increase work efficiency and reduce workflow costs. It is easier to manage a well-trained team, and the employee increases his competitiveness both within the company itself and in the labor market as a whole.

Types and forms of personnel training

Do you need people to complete their tasks more efficiently than before? In this case, you need to decide what type of courses you need. Whether it will be training for newly hired employees (or, perhaps, job applicants in general) or retraining an employee to work in a new direction, it all depends on your goals.

So, the main types of staff training:

1. Personnel training,
2. Personnel retraining,
3. Improvement of personnel qualifications.

We decide on the form of employee training: short-term or long-term, group or individual.

The short-term form has its advantages - cost and time savings. However, the result may not always be impressive.

Long-term employee training requires much more work, but often brings more benefits.

Individual training allows you to focus on each employee personally and convey maximum information, focusing on personal needs.

Group training provides an opportunity to practice teamwork.

Personnel training methods

Today, there are a great variety of personnel training methods. They can be divided into active and passive.

Passive teaching methods include lectures and seminars. They do not require a response from the student, so the perception of information largely depends on the desire and motivation of the employee himself.

The active method of staff training requires the active participation of each respondent. A business game and brainstorming require maximum concentration. However, there is no strict division, since some teaching methods are transitional options that combine independent perception of the material with subsequent active application in a group.

Different methods offer the possibility of hands-on training or on-the-job training, on- or off-the-job. These forms are not mutually exclusive. For example, the process can be organized in a separate office of the company, away from production. However, today the most popular distance learning for employees is on-the-job training.

On-the-job training often helps to reinforce the material practically. Activities outside the office allow you to go beyond thinking and teach you to act in non-standard situations.

Let's look at the most common teaching methods

Lecture- the most optimal way to convey a large amount of information in a short time and at the same time reach a large number of people at once. However, it is necessary to take into account that there is no “feedback” from the students; it is difficult to make any adjustments during the lesson if the material is not assimilated. For the employer, the advantages of the lecture method of training employees also lie in the financial component.

The students are more active seminar. The dialogue allows you to find out whether the theoretical material is fixed. The effectiveness of employee training in this case largely depends on what kind of environment the teacher creates and whether he will be able to encourage his students to think. However, seminars limit the number of participants; if thousands of people can listen to a lecture, then it is unlikely to be possible to fully communicate with such a huge audience.

A more modern method of teaching is considered video lessons. They are very simple and profitable to use for training staff in an organization. This method most often does not require finding a teacher or special premises. Employees can study at a time convenient for themselves and in any place convenient for themselves. Scientists have long proven that human vision and visual memory always prevail in a person’s perception of the surrounding world. That is why visual aids and video tutorials give a very good effect. However, they have a number of disadvantages. They do not allow taking into account the individual characteristics of the student, and also make it impossible to discuss details with the lesson creator.

IN Lately is very popular distance learning. It involves the use of the Internet, through which the student receives material for study and assignments. The level of information absorption is then determined by quizzes and tests. A whole group can study together, in the office or at home, at any convenient time. However, for this form of training, the employee must have a high level of self-organization.

For effective staff training you can use case study. It consists of considering practical situations (cases) in which a group of employees analyzes and discusses a real or possible situation related to their direct activities. This approach allows us to push people to alternative, out-of-the-box thinking. Each participant here has the right to express his own opinion and compare it with the opinions of others. However, in this case a very highly qualified teacher is required, which makes training more expensive.

Often used as on-the-job training industrial training. Coming to a new place of work, or getting acquainted with innovations, employees receive general information about the upcoming work.

Useful for staff temporary rotation– one employee replaces another. This way he gets an idea of ​​the versatility of the company’s activities; in some cases, understanding one process gives impetus to improving his own activities.

Some companies use mentoring method, where a more experienced employee monitors the progress of the work. The sense of responsibility of the “senior” for the “junior” and practical advice make such a partnership very effective.

Much attention is paid to practical development of the material during trainings. High-quality corporate training, developed taking into account the needs of the organization, can produce significant results. At the same time, you should not expect serious results in one session. The knowledge gained can only be consolidated through constant practice and repetition.

Business games This is a training method in which employees gain new information by “acting out” certain situations. In such conditions, knowledge is absorbed as quickly as possible, skills are developed, which are then applied in real conditions. Usually, after the game itself, a “debriefing” takes place, helping to identify and correct mistakes.

Collect as many as possible different ideas helps brainstorm. One of its main principles is to more options offer in a short time. Under stress, the brain, as a rule, begins to frantically generate ideas, although not all of them, but many ideas may contain a rational grain. The method helps to liberate even the most indecisive employees and teach people to listen to other people’s opinions.

Great for onboarding new employees storytelling(from the English Story Telling - “telling stories”). Through stories, employees are introduced to the traditions and atmosphere of the company. One of the most popular and effective ways training managers without interruption from daily work has become a technology of action learning - “action learning”. The basis of this action is a group of key employees of the company. Participants do not work with exercises and simulated situations, but with real problems.

Staff training and motivation

When done correctly, training can motivate employees, keep them from moving to another company, and attract new employees. At the same time, the enterprise solves the problem of insufficient staff literacy. Today everyone understands that each employee has his own “market value”, which depends on his education, knowledge and skills. And the desire to increase one’s own price at the expense of the organization can act as an excellent non-material motivation for an employee.

You can read more about staff motivation in the article "".

Personnel training assessment system

After training, a logical step would be the performance assessment stage. Experts recommend carrying out this procedure in several stages.

First of all, you need to evaluate the reaction of students immediately after completing the training program (quality of training organization, compliance with the needs of the company). The second stage will be to assess the level of qualifications of personnel before the start of training and after completion of the course. Then, after some time, it is recommended to pay attention to changes in the employee's behavior. Has the employee begun to apply the acquired knowledge in practice? And finally, you can summarize and evaluate the results by adding up all the indicators obtained and observing the situation for two to three months, no less.

A positive assessment of the training only by the participants cannot serve as a sufficient basis for recognizing it as successful, because there is no guarantee that the new knowledge will be applicable in practice, even if the teacher was a very charismatic person.

I would like to note once again that the development of any organization depends on the qualifications of the staff, so you should not save money, but most importantly, teach people how to learn!

Examples of staff training

As examples of using distance learning for personnel based on our platform, we selected 3 large and different companies that solve a different set of problems using Teachbase tools.

Teachbase and Invitro

Over 20 years in the medical services market, INVITRO has grown from a small private laboratory to a large network. Today the company is represented by 700 medical laboratories in Russia, Ukraine, Kazakhstan and the Republic of Belarus. The company employs more than 5,000 specialists, and eLearning has been used to train them for five years. INVITRO's experience in online learning is interesting, diverse and presented in almost all possible formats. The head of the Higher Medical School, Irina Koroleva, shared with us the intricacies of distance learning in one of the largest networks of medical institutions in Russia.

We strive to ensure that every member of our team of thousands shares the values ​​of our company and acts in accordance with our ideology. For us, the employee’s personality comes first, and INVITRO is a company that consists of a variety of personalities united by a single idea.

Our selection service employs true professionals who, using special techniques and projective questions, clearly select people at the entrance who correspond to the company’s value level. The principle is relevant for us: there are no bad or good employees, there are those who are suitable or unsuitable for us. And we try to make the right choices, and then our work with them begins in all areas: trainings, games, conferences, other events - both professional and personal growth of a person is important to us.

The company’s values ​​include the principle “We value and respect people.” Every person is valuable to us, whether he is a client, a company partner or an employee. When working with staff, we try to find each person’s strengths and help them unlock their potential. The result is mutually beneficial cooperation: the employee gets professional development, INVITRO gets the result. And we see that this approach allows us to increase staff engagement, efficiency, and conscientious attitude towards work.

Today we have more than 700 medical offices in different parts of our country, as well as Ukraine, Belarus and Kazakhstan. The growth rate is very high, and of course, in order to maintain and improve the high level of service and quality of service delivery, we need a personnel training system and effective tools that allow us to train employees of geographically dispersed medical offices to a single standard.

We make high demands, first of all, on ourselves, and therefore every new medical worker undergoes mandatory training on the standards of work in the company, and in a short period of time, employees are forced to acquire a large amount of knowledge. For this purpose, training specialists work in each of the major regions where INVITRO technological complexes are located.

For hard-to-reach regions, we actively use online training, and in this Teachbase is our faithful assistant; we have been working since 2010. And first of all, eLearning is relevant for us for personnel assessment.

[We use] two other areas: webinars and ready-made online courses.

We connect webinars when you need to convey general information to large quantity of people. For example, when a new loyalty program has appeared, a promotion has begun, or a new test has been released, etc. Those who can watch online, others use the webinar recordings.

We also use online courses, although we have not fully mastered this option, and we still have to work on it - the process of creating courses is labor-intensive. Now we embed video materials into courses - presentations, recorded webinars - and assign the course to specific employees, after which we test them and check how much knowledge they have mastered.

Teachbase and Siberian Health

"Siberian Health" sells products using the network marketing method, and personnel training for the company is an urgent daily necessity. For more than a year now, the company has been operating on the Teachbase platform, using the “Advanced” tariff. Head of Department remote control"Siberian Health" Larisa Soboleva spoke about the successes and difficulties in eLearning and gave practical advice on its effective implementation.

I do not represent the network part of the business, but the corporate part: I am responsible for training and maintaining a high level of service in our service centers. And for more than a year now, we have been training our full-time managers remotely. Ultimately, the purpose of such training is to improve the quality of our service.

Now there are about 1,000 full-time employees - managers of service centers, 3 logistics centers and the production itself. There are already hundreds of thousands of representatives engaged in direct sales around the world.

There are two administrators: me and my assistant. There are about 400 registered students, with about 250 active users: those who regularly use electronic courses and tests every month.

We started with an extremely necessary adaptation course for beginners. Siberian Health service centers are scattered around the world: from Kaliningrad to Vladivostok, plus centers abroad. Maintaining a special trainer who travels and teaches is expensive and ineffective, taking into account our object of training - technical nuances. The existing mentoring system also does not always work, i.e. It is not always possible to send a mentor to the right location upon request.

The electronic induction course has become a convenient and cost-effective alternative. With its help, an employee quickly and in a simple form receives knowledge about the specifics of a new company for him, he forms the right expectations from our cooperation, etc. The distance learning course provides answers to many questions without exposing the beginner to stress or heavy workload.

[As a result] people began to adapt faster, become more deeply imbued with the spirit of the company, and share corporate values. We measure the engagement of our employees every year, and since the beginning of e-learning, this indicator has grown significantly, as proven by the results of internal corporate research, measurements, etc.

The duration of people's presence in the company began to lengthen, the costs of mentors decreased significantly, and even as a result, the number of positive reviews from clients increased - we also monitor feedback very carefully. That is, we have definitely achieved our initial goal - to increase the level of service.

Teachbase and Mascotte

Shoe brand Mascotte is one of the most mysterious on Russian market: There is little open business information about it. The company has been operating successfully for the second decade, and its large network of its own and franchise salons requires intensive training of employees involved in sales.

We learned from Mascotte business coach Irina Praksina how the company uses eLearning in its corporate training, and what she sees as the pros and cons of this format of work.

The quality of service is one of the first places for us. Competition is fierce, and now, in times of crisis, this is especially true. I can confidently say that Mascotte sellers are friendly and tactful. In our store they will always come up to you to say hello, tell you about the product, present new items in the collection, etc. The company pays great attention to staff training.

We don't have many training managers who provide direct training. And there was a need for global training, in which absolutely all employees could be involved. Initially, we created a training product for our own regional retail, but since there is an opportunity to connect franchising to this, we took advantage of it.