What are your preliminary recommendations with regard to centralizing the staffing function under the HR umbrella?

Staffing Function:

The advantages of centralization are many, and we still discover additional benefits for our company.

But I would note the main positive changes. First, the HR colleagues had time to support business, managers and employees. Time has come to solve critical, complex, complex, strategic tasks in the field of work with personnel.

Secondly, the changes affecting HR processes began to be introduced more quickly. The service center is at the center of changes and actively participates at all stages, often offering more simple and effective ways of working and solving.

Thirdly, an additional filter appeared to protect the interests of the employer and employees by controlling compliance with policies, company procedures and legislation.

To understand the essence of the centralization of business processes in insurance it is necessary to familiarize yourself with its main objectives:
1) optimization of the operating structure of the company for the convenience of the business;
2) increasing the level of business transparency, as a result of which customers’ confidence in the company’s activities is achieved;
3) improving the cost structure of the product line by minimizing costs;
4) change management of business due to a clear delineation of authority between the center and branches of the insurance company, in which the branches serve as the locomotive of sales and service;
5) opening of the Administrative Center (AC) to optimize the implemented processes; for the AC can be considered the most economically justified, in terms of investment and subsequent costs, geographical location (reduced rent for the office and a reduction in the cost of wages);
6) the achievement of the result from the effectiveness of the process (for example: in two branches of the insurance company, the function of the human resources department is performed by 4 people, 2 persons each, but only 1.5 people are required for workload, in the centralization of the personnel service in the AC, no longer 4 people, but 3, which is an economy in terms of the content of 1 employee);
7) the achievement of the effect of the use of telecommunications channels (telephony, the Internet), but this goal will require significant financial investment during the implementation phase;
8) consolidation of a greater number of operational functions, primarily the most cost-effective, as a result, the effect of scale is achieved.

To implement the centralization of business processes in an insurance company, it is necessary to optimize the organizational structure by interacting with four main elements: the head office (as a process control center), the administrative center (as the consolidator of the insurance company production processes), the branches (as sales / customer service offices), outsourcing (as the executor of some functions of the company by the forces of outside organizations), outstaffing (as freelance professionals who solve single tasks of the company, or A continuous support direction). The main functions of each of these elements of the organizational structure are as follows.

EVRAZ is preparing to begin to centralize the personnel functions and it is important for them to look at already implemented similar projects of other large companies. “We know that SIBUR has long and successfully dealt with the topic of centralization and unification of non-productive functions, including personnel processes. Your knowledge and experience will help us to organize and implement our project more competently,

The guests were advised by the General Director of SIBUR-ZOB Oksana Lazareva, HR Director Veronika Vodohlebova and the head of the Personnel OCS Tamara Luchsheva. During the visit, the representatives of EVRAZ got acquainted with the history of the creation of SIBUR-DGB, its objectives, the tasks provided by the services, the stages of development and the results achieved.

At the meetings devoted to the transfer of personnel functions of enterprises to the general service center, the representatives of EURASA asked a large number of questions on the functioning of the Human Resources Center. They were interested in the approach to the selection of HR-processes to be withdrawn from enterprises, the transmission technique and their subsequent adjustment already in the SSC itself. The guests were told how the interaction between HR-services of enterprises, SIBUR-ZOB, the front-office in the parent organization and who provides methodological support to the employees involved in the work was established. A separate topic of the conversation was the issues of hiring, training and motivating HR personnel.

Then the EVRAZ project team visited all the staff of the Personnel Center, where they talked to employees and looked at how the work is being done with the orders coming from the enterprises.

Sharing the impressions of the visit, the guests noted that what they saw in Sibur-ZOB inspired them: “We were convinced that the task facing us today has a very real and successful solution.”They also expressed the opinion that the multifunctional center created by SIBUR is an ideal model of supporting business. They also liked the attitude of the staff to seek improvements and synergies.

What will the new process look like?

The meeting discussed the issue of centralizing the function of personnel management within the framework of the human capital development program. The participants of the event were managers of the company Axenture, one of the developers of the project for the centralization of HR functions.

Yevgeniya Patsyna talked about what was done within the framework of the program last year and what is to be done in the future, in particular in the first half of 2015.

The Human Capital Development Program, developed a year ago, provides for various initiatives in the field of personnel management, including the transformation of the HR service itself and new approaches to personnel management.

“First of all, we carried out the so-called segmentation of personnel, that is, divided it into certain segments: in particular, four such segments were identified: basic staff, key personnel, experts and critical personnel. our key and critical staff.The staff who are not in the labor market, which is difficult to train, which is difficult to attract in the Arctic, but which is so necessary here .The key personnel are highly skilled workers. plant personnel – directors of mines, the master shifts and so on, that is the key managers that affect all of our production and to do this we need to rethink our approaches to motivate and retain employees. “- quoted by Eugene Gmina Pacyna newspaper” Polar Gazette “.

The head of the project of the department of the personnel policy of the mining and metallurgical company stressed that “the benefits laid down under labor legislation and the Collective Agreement remain unambiguously for all employees.” “We do not plan for any social revolution, we are talking only about the revision of the approach to employees of a certain category, about stimulating their aspirations to develop professionally, getting additional qualifications, additional professions, raising their educational level, getting new knowledge necessary in our production. is aimed at the result, for effective work, “said Evgeniya Patsyna.

To date, a roadmap has been drawn up for the implementation of the program: further steps have been taken to formulate approaches to managerial training, a methodology has been developed for working with the personnel reserve, new types of assessment and staff development.

“Our main task is to ensure that every Norilsk employee understands and knows that regardless of the structural division of the company he works, he is entitled to all benefits provided for by the labor legislation of the Russian Federation and the Collective Agreement of the company. decentralized, each of our enterprises has its own position on wages, on providing material assistance to needy workers, etc., we want to formulate unified principles and approaches to the provision of certain benefits and benefits. We position ourselves as a socially responsible company, and our main goal is for every employee to feel reliability and stability, to feel social support from his company, “explained Evgeniya Patsyna.

With regard to this new staffing strategy, what challenges do you anticipate, and what is your plan to overcome those challenges?

The problem of centralization or decentralization is global in nature and essentially relevant to any society and its political system. The tendency towards centralization is determined by the need to ensure an internally coherent, integral and stable management system, the unity of the basic principles and policies. Until now, no state as a complex organization could not do without a centralizing, coordinating beginning. The neglect of centralism would mean the disintegration of the politico-legal whole into a multitude of weakly interconnected and generally unrelated parts.

At the same time, the absolutization of centralism is dangerous. It leads to a bureaucratic ossification of the politico-administrative system that becomes unresponsive to regional interests and social innovations, creates scope for bureaucratic arbitrariness and corruption.

Along with centralization, the same objective is the tendency towards decentralization. It is impossible to solve all the practical issues that arise on the ground from one center, especially if the country occupies a huge space. Increasing the efficiency of the functioning of all management structures requires the most appropriate for the given time and for these conditions of distribution of functions and powers, and hence of responsibility between the center and individual regions.

Decentralization is important in that it makes it possible to bring the management system closer to the population, to better take into account social and territorial interests, to more accurately adjust the policy taking into account changing conditions, to unleash the initiative of the lower levels of government. Decentralization of power and management makes it possible to establish a more flexible regulatory system with less bureaucracy than rigidly centralized management. However, an undue emphasis on the trend towards decentralization can lead to a situation where the interests of the whole are being overlooked and a real threat of separatism, parochialism and anarchy is emerging. In the case of absolutization of any of the above trends, conflicts arise that generate the dysfunctionality of the entire management system.

Being objectively inevitable, the tendencies of centralization and decentralization are in a contradictory interaction. None of them can be easily eliminated without the risk of destabilization and huge damage to management. To resolve the contradiction between these trends, means to find the most appropriate for a particular time form of their relationship.

The most optimal is such a combination of centralization and decentralization, when unity is ensured in the main, in solving the key issues of the political and managerial strategy and diversity in specifics, in methods and approaches to solving managerial tasks.

In the literature on the problems of federalism, the opposition of centralization and decentralization is sometimes allowed.

Centralism is necessary, but within certain limits. Centralization, not restrained by centralization, can cause consequences of two kinds. A greater degree of decentralization can provide effective protection against external aggression, but it can also provoke an irresistible temptation to carry out such aggression. Federalism can not be identified with decentralism. Federalism is unthinkable without centralization. The latter has a positive effect on the federal structure of the state, relieving the federal center of many functions that can be performed more effectively by the subjects of the federation. In particular, when analyzing American federalism, it is concluded that the US needs to transfer power from an overloaded central system, while at the same time making the federal mechanism more effective in political and administrative relations. However, decentralization in the federation itself is not sufficient to achieve democracy, justice and more effective governance. Decentralization can help achieve these desired goals, but it does not automatically provide them. Federalism does not mean only centralization or one decentralization. In real life, federalism is impossible without centralization and decentralization at the same time.

The correlation between the two indicated tendencies does not happen once and for all given and is the same for all federal states.Accordingly, the forms and processes by which different federations adapt to the changing correlation of centralization and decentralization are also unequal. If you arrange the federal states along the axis “centralization – decentralization”, then at any given moment they can be at different points of such axis. In this case, these points of location may change with time.

The experience of foreign federations shows that in different periods of their history, depending on the specific circumstances, centralization, then decentralization, has come to the fore.

Centralization, just like decentralization, is determined by a certain set of factors, and since the set of the latter in different federations and at different stages in the development of the same federation is not the same, each time to understand and explain what trend and why prevails at a given time, to the specific historical conditions in which this or that federation is located. So, in the long-term perspective, economic interests are pushing the constituent parts of the federation towards integration and may require centralization for some time in making important economic decisions. At the same time, national and cultural factors require preservation if the nation wants to survive, its features, ethnic identity, self-preservation of the national culture, and they thus act in favor of decentralization.

In Germany, there is also an interaction of trends towards centralization and decentralization. In particular, although formal decentralization of the legislative process in favor of land can not be carried out without constitutional amendments, de facto decentralization can occur through the self-restriction of the federal government in the field of legislation. The predominant trend in the development of German federalism is currently considered to be the trend towards centralization and is associated primarily with the integration of the FRG into the EU.

The tendency towards centralization and, accordingly, the threat of land autonomy is manifested in two ways. On the one hand, it is the federal government, and not the lands, that are involved in the process of drafting EU legislation, which is directly applied in the FRG. The earths are not so directly included in the legislative process, which inevitably affects their interests. On the other hand, and as a consequence, the spheres of politics traditionally extended to the responsibility of the lands now increasingly fall within the jurisdiction of the EU. Considering all this, the lands sought to improve the situation and, in particular, to strengthen their influence on the decision-making process in the EU bodies.

As for the Russian Federation, now, following the period of sharp decentralization, the pendulum has swung in the opposite direction – towards a rather rigid centralization. The preconditions for the re-centralization: the decline of economic mobilization in the republics, the financial dependence of more than two-thirds of the regions on the redistribution of federal funds, the intimidating effect of the anti-Chechen war, insufficient interregional coordination of interests against the center and support for Putin’s reforms by the qualifying majority in the Duma.

The most optimal solution for the near future would be to ensure an approximate equalization of both trends – centralization and decentralization. The Russian Federation is currently experiencing a time when any bias towards centralization or decentralization is dangerous because of the risk of destabilization is risky with the risk of destabilization with all the ensuing consequences. In the present conditions, the federation as a form of state structure is perhaps the most adequate means of combining centralization and decentralization in the political and administrative sphere in different proportions. The explicit and unconditional predominance of one of them would turn the federation itself into a fiction. In political science literature, the idea was expressed of a different correlation of centralization and decentralization, depending on the principle of building a federal state. It is alleged that the division of the federation into constituent parts, formed on ethnic grounds, caused the need for broad decentralization, which obviously affected the state. device, relations between the fed center and S, the distribution of subjects of reference and powers. The federations, which are divided into constituent parts, allocated on a territorial basis, were limited to selective decentralization.

Leading value is still acquired by the sphere of government, in which the federal authorities or bodies of state power of the subjects of the federation are primarily involved. In those areas that, in the interests of the federation as a whole, should be attributed to the exclusive competence of federal authorities, centralization, of course, prevails. Management in areas in which the subjects of the federation themselves can perfectly understand themselves without undue interference by the federal center should be naturally decentralized.

The consideration of both trends – centralization and decentralization – is a necessary condition for the rational delimitation of the subjects of jurisdiction and authority between the federation and its subjects.

The problem of centralization or decentralization is global in nature and essentially relevant to any society and its political system. The tendency towards centralization is determined by the need to ensure an internally coherent, integral and stable management system, the unity of the basic principles and policies. Until now, no state as a complex organization could not do without a centralizing, coordinating beginning. The neglect of centralism would mean the disintegration of the politico-legal whole into a multitude of weakly interconnected and generally unrelated parts.

At the same time, the absolutization of centralism is dangerous. It leads to a bureaucratic ossification of the politico-administrative system that becomes unresponsive to regional interests and social innovations, creates scope for bureaucratic arbitrariness and corruption.

Along with centralization, the same objective is the tendency towards decentralization. It is impossible to solve all the practical issues that arise on the ground from one center, especially if the country occupies a huge space. Increasing the efficiency of the functioning of all management structures requires the most appropriate for the given time and for these conditions of distribution of functions and powers, and hence of responsibility between the center and individual regions.

Decentralization is important in that it makes it possible to bring the management system closer to the population, to better take into account social and territorial interests, to more accurately adjust the policy taking into account changing conditions, to unleash the initiative of the lower levels of government. Decentralization of power and management makes it possible to establish a more flexible regulatory system with less bureaucracy than rigidly centralized management. However, an undue emphasis on the trend towards decentralization can lead to a situation where the interests of the whole are being overlooked and a real threat of separatism, parochialism and anarchy is emerging. In the case of absolutization of any of the above trends, conflicts arise that generate the dysfunctionality of the entire management system.

Being objectively inevitable, the tendencies of centralization and decentralization are in a contradictory interaction. None of them can be easily eliminated without the risk of destabilization and huge damage to management. To resolve the contradiction between these trends, means to find the most appropriate for a particular time form of their relationship.

The most optimal is such a combination of centralization and decentralization, when unity is ensured in the main, in solving the key issues of the political and managerial strategy and diversity in specifics, in methods and approaches to solving managerial tasks.

In the literature on the problems of federalism, the opposition of centralization and decentralization is sometimes allowed.

Centralism is necessary, but within certain limits. Centralization, not restrained by centralization, can cause consequences of two kinds. A greater degree of decentralization can provide effective protection against external aggression, but it can also provoke an irresistible temptation to carry out such aggression. Federalism can not be identified with decentralism. Federalism is unthinkable without centralization. The latter has a positive effect on the federal structure of the state, relieving the federal center of many functions that can be performed more effectively by the subjects of the federation. In particular, when analyzing American federalism, it is concluded that the US needs to transfer power from an overloaded central system, while at the same time making the federal mechanism more effective in political and administrative relations. However, decentralization in the federation itself is not sufficient to achieve democracy, justice and more effective governance. Decentralization can help achieve these desired goals, but it does not automatically provide them. Federalism does not mean only centralization or one decentralization. In real life, federalism is impossible without centralization and decentralization at the same time.

The correlation between the two indicated tendencies does not happen once and for all given and is the same for all federal states.Accordingly, the forms and processes by which different federations adapt to the changing correlation of centralization and decentralization are also unequal. If you arrange the federal states along the axis “centralization – decentralization”, then at any given moment they can be at different points of such axis. In this case, these points of location may change with time.

The experience of foreign federations shows that in different periods of their history, depending on the specific circumstances, centralization, then decentralization, has come to the fore.

Centralization, just like decentralization, is determined by a certain set of factors, and since the set of the latter in different federations and at different stages in the development of the same federation is not the same, each time to understand and explain what trend and why prevails at a given time, to the specific historical conditions in which this or that federation is located. So, in the long-term perspective, economic interests are pushing the constituent parts of the federation towards integration and may require centralization for some time in making important economic decisions. At the same time, national and cultural factors require preservation if the nation wants to survive, its features, ethnic identity, self-preservation of the national culture, and they thus act in favor of decentralization.

In Germany, there is also an interaction of trends towards centralization and decentralization. In particular, although formal decentralization of the legislative process in favor of land can not be carried out without constitutional amendments, de facto decentralization can occur through the self-restriction of the federal government in the field of legislation. The predominant trend in the development of German federalism is currently considered to be the trend towards centralization and is associated primarily with the integration of the FRG into the EU.

The tendency towards centralization and, accordingly, the threat of land autonomy is manifested in two ways. On the one hand, it is the federal government, and not the lands, that are involved in the process of drafting EU legislation, which is directly applied in the FRG. The earths are not so directly included in the legislative process, which inevitably affects their interests. On the other hand, and as a consequence, the spheres of politics traditionally extended to the responsibility of the lands now increasingly fall within the jurisdiction of the EU. Considering all this, the lands sought to improve the situation and, in particular, to strengthen their influence on the decision-making process in the EU bodies.

As for the Russian Federation, now, following the period of sharp decentralization, the pendulum has swung in the opposite direction – towards a rather rigid centralization. The preconditions for the re-centralization: the decline of economic mobilization in the republics, the financial dependence of more than two-thirds of the regions on the redistribution of federal funds, the intimidating effect of the anti-Chechen war, insufficient interregional coordination of interests against the center and support for Putin’s reforms by the qualifying majority in the Duma.

The most optimal solution for the near future would be to ensure an approximate equalization of both trends – centralization and decentralization. The Russian Federation is currently experiencing a time when any bias towards centralization or decentralization is dangerous because of the risk of destabilization is risky with the risk of destabilization with all the ensuing consequences. In the present conditions, the federation as a form of state structure is perhaps the most adequate means of combining centralization and decentralization in the political and administrative sphere in different proportions. The explicit and unconditional predominance of one of them would turn the federation itself into a fiction. In political science literature, the idea was expressed of a different correlation of centralization and decentralization, depending on the principle of building a federal state. It is alleged that the division of the federation into constituent parts, formed on ethnic grounds, caused the need for broad decentralization, which obviously affected the state. device, relations between the fed center and S, the distribution of subjects of reference and powers. The federations, which are divided into constituent parts, allocated on a territorial basis, were limited to selective decentralization.

Leading value is still acquired by the sphere of government, in which the federal authorities or bodies of state power of the subjects of the federation are primarily involved. In those areas that, in the interests of the federation as a whole, should be attributed to the exclusive competence of federal authorities, centralization, of course, prevails. Management in areas in which the subjects of the federation themselves can perfectly understand themselves without undue interference by the federal center should be naturally decentralized.

The consideration of both trends – centralization and decentralization – is a necessary condition for the rational delimitation of the subjects of jurisdiction and authority between the federation and its subjects.

How can you position this to demonstrate how this will impact the performance efforts of the organization?

The purpose of decentralization of management is that the manager reduces the level of his workload by transferring part of it to his employees and thereby develops a creative initiative at the lower level of government.In a word, decentralization helps to ensure the promptness and flexibility of making managerial decisions and moral satisfaction of subordinates.

In addition, decentralization ensures high adaptability of the organization to new conditions, reduces the scope of management tasks and simplifies their solution.

The effectiveness of the management system depends on many factors that allow you to improve the structure of the managed object and improve its functionality. These opportunities are necessary for liquidation of negative intrasystem processes, that is, for optimization.

The optimization principle in reality gives the manager answers to very important questions about the correlation of functions, rights and responsibilities between management and the team (centralization and decentralization), maintaining a constant balance between them (the golden mean). This principle finds its expression in any management system, regardless of the chosen criteria of optimality and limitations.

Therefore, optimization as an important management principle is aimed at improving the efficiency of the managed system. Consider the advantages and disadvantages of centralizing management.

Usually, under centralization, it is customary to understand the concentration (concentration) of power functions of making managerial decisions at the top hierarchical level of the organization’s management. Centralization allows more effective coordination and control of the activities of structural units to implement the strategic policy of the organization as a whole.

In addition, the centralization of management makes it possible to effectively use the technical, technological, material and human resources necessary to meet the organization’s goals.

In addition to the above advantages, centralization of management has its drawbacks. So, the drawbacks are:

– suppression of the creative initiative of the personnel in solving the organization’s production tasks;

– reducing the efficiency of management;

– Decreased opportunities for staff adaptation to new production and work conditions.

What results do you anticipate?

The centralization of management was, is and to some extent will be, since it is based on the principle of one-man management. Another thing is the choice of the degree of decentralization. “The choice of the degree of decentralization,” writes A.A. Alaboutin, – is determined by the size of the enterprise, when it is possible to overload the head, his location away from the parent company, the state of the dynamics (expanding, or reconstructing, or in crisis) requiring centralized guidance.

In short, the problem of choosing between centralization and decentralization is very difficult, as this decision is determined not only by the structural factors of the organization, but also by the professionalism, ability, desire and constant creativity of the leader.

Training and Development Function:

Training and development of personnel in the organization

In modern conditions, the professional skills of any employee may not be sufficient to fulfill the current tasks of the company. The competitive market environment constantly dictates new requirements, therefore success of business in many respects depends on opportunities of training and development of the personnel.

Let’s look at the basic principles on which the work of the “forge of cadres” is built, and then we turn to the ways of their implementation.

Management of staff development of the organization

First of all, it is necessary to divide the concepts of training and adaptation of personnel.Adaptation is a process aimed at ensuring that the employee has mastered the norms and rules of the company as a whole and of the particular unit in particular. Adaptation period is necessary both for new employees, and for those who have moved to work in another department or branch. The professional level of the employee at the beginning and end of the adaptation period remains practically unchanged. That is why it is more profitable to raise the professional level of those employees who are already working in the company, rather than hiring new ones that will require an adaptation period.

Training of personnel is aimed at expanding its professional competencies. Ideally, it is part of the company’s strategy and is planned: for example, when developing new markets for the sale of goods and services, for technical re-equipment and modernization of production, and for expanding the spheres of activity. There are also possible unexpected reasons for the beginning of staff training: a decrease in the production and financial performance of the whole company or its subdivisions, changes in legislation.

HR specialists are responsible for staff training, and specialists in the training department are in large companies. To properly organize training, you must first identify the need for it. For this, for example, the following methods can be used:

• Audit of the personal file of the employee. It is specified how long the employee received education – basic or additional. In some professions, it is necessary to upgrade the skills at least once every 3-5 years.
• The analysis of the employee’s activity during the probation period. It helps to understand whether to conclude a contract for permanent work with subsequent training or to refuse an employee to work.
• Collection of applications for training. Applications can be received from the heads of structural units or the employees themselves.
• Attestation of employees. May be the next one, be held after the end of the probationary period, with promotion or transfer to another structural unit. Based on the results of certification for each employee, a special commission develops personal recommendations for training and further development.

Training of employees can be organized by the company’s own forces (in-house) or outsourced (external).

• Intrafirm. It can be organized in the presence of a department for training and development of personnel or with a sufficient number of reputable professionals capable of instructing less experienced employees and supervising their work. The plus of this approach is the continuity from production, as well as strict binding to the needs of the company. The reverse side of in-house training is the lack of fresh ideas and methods from outside.
• External. If the company does not have the staff resources to organize the training, employees are sent to specialized courses or invited by outside teachers. This approach is often more costly for the company than the organization of in-house training. In addition, external training is more general and does not take into account the specifics of the work of a specific company.

The choice of this or that form of training or a combination of them depends on which conception of training the employees wants to implement the leadership, from which it is repelled and what strategic goal it wants to achieve.

For example, in the company as a whole it is required to improve the level of English language skills in connection with entering the new market. Attestation revealed that one employee needs to expand professional vocabulary, the other – to start learning the language from scratch, the third – to improve conversational skills with the use of professional vocabulary. In the first case, the concept of specialized training within the firm can be realized. In the second – the concept of training focused on the person (external training), in the third – the concept of multidisciplinary learning (external + internal).

Methods of training staff

Depending on the chosen form of training – external or internal – the method of instruction is also determined.

Inside the firm:

• Briefing. The new employee receives general information about the work: for example, about the use of certain equipment, safety measures, etc. Instruction, as a rule, take place in one form or another, without exception.
• Rotation. Temporary transfer of an employee to another unit for obtaining new experience or professional qualifications. Example: working in one of the most successful branches of the company in order to adopt practical experience and subsequently introduce it in its subdivision.
• Mentoring. Work under the supervision of a more experienced employee. In the UK, this form of mentoring is common, like buddying (from English buddy – buddy). She is distinguished by equal communication between the mentor and his ward. It is assumed that their interaction is equally beneficial to both. Mentors are selected from among ambitious employees who are interested in sharing their experiences and at the same time moving along the career ladder.
• Shadowing. This method is used in companies that interact with universities and colleges, selecting graduates to their own staff. Students of senior courses are invited to spend one or several working days next to a working specialist in the mode of his “shadow”. This is a simple, inexpensive and effective method that allows you to acquaint the student with a profession in real conditions and to weed out those to whom this reality may not like.

Outside the firm:

• Refresher courses or trainings. This is passive training, which includes lectures, seminars, case studies, business games. Can be remote or modular. The disadvantage is high costs with low motivation of trainees, who often perceive learning as a formality.
• Self-study. Ideally, every specialist is engaged in self-training constantly: reads specialized literature, participates in webinars, communicates in professional forums. However, in practice, this is not all involved.
• Conference. These are activities to exchange experience and establish business ties.Positively affect the image of the company as a whole, reinforce the business reputation of participating employees.

Inside and outside the firm:

• Secondment. A variety of rotation, allowing the training of an employee not only in another department of the “native” firm, but also in another company. For example, managers of a company can be sent to a charitable foundation so that they adopt specific methods of design work. In Russia, the secondment is almost not common, but in Europe it is very actively used.

It is possible to choose and alternate all these methods depending on the current situation only if there is a personnel development system.

Personnel development system

From year to year, it is the personnel development system that increases and reveals the professional competencies of the employees. Its functions include:

• Evaluation of professional and personal level of employees, determination of their training needs.
• Motivation of staff for training.
• Choice of approaches and methods of teaching and control over the assimilation of knowledge.
• Organization of training and monitoring activities.
• Analysis of the results for further work with the staff.

It should be noted that feedback from personnel serves to improve the development system itself.

Even a one-time training of an employee involves a whole series of contacts within the company, and the construction of a personnel development system requires ideally well-established communications between the HR department or the training department, managers and employees. A healthy confidential environment in the company motivates staff to successfully train and improve their professional level.Moreover, the important role is played by how and by what means training is realized – the most effective methods combine the participation of different people and the availability of multi-functional tools.

With regard to the training/development function, what preliminary recommendations would you make?

What challenges do you anticipate with this new employee development strategy, and what is your plan to overcome those challenges?

How can you position this decision to the CEO to demonstrate how this will impact the performance efforts of the organization?

What results do you anticipate?

Training and development of personnel

Training and development of personnel is an urgent need of any developing company. Professional growth and professional development of employees, constant development of skills and competences, development of a team approach to solving problems are those components of the corporate university that provide the company with success and leadership in its industry.

Benefits and benefits of training and development of staff

For the company:

• Increase of labor productivity of employees and divisions
• Motivation of staff
• Forming an effective team approach based on awareness of the company’s goals and objectives
• Strengthening the company’s HR brand and increasing staff loyalty.

For staff

• Increase the level of competence and personal effectiveness
• Formation of sustainable skills and consolidation and structuring of knowledge on the topic.

Types of personnel training

• Compulsory training (safety rules, qualification training for increasing the level)
• Project training (mastering knowledge and technical capabilities in the framework of the project)
• Competence development (improvement of employees’ skills in management and in work activity)
• One-time training (aimed at solving a particular business problem), it is also called “learning from problems”, whereas the first three types of training are considered “learning from tasks”.
• Stages of building a training program for staff
• Analysis of the company’s needs in the training and development of personnel and the development on its basis of a framework training system
• Carrying out the categorization of employees in terms of their priority for training, conducting their evaluation according to these criteria
• Planning, creating a program, choosing training formats
• Conducting training
• Creating an environment to consolidate the knowledge and skills gained in practice
• Evaluation of training effectiveness
• Planning the further development of employees, taking into account the training already conducted.
• Formats of personnel training
• Depending on the set business objectives, apply this or that method (format) of training:
• Business training is one of the most popular training formats, allows you to quickly learn and develop new skills
• Teaching business game (business simulation) – an interactive model of the economic system, as close as possible to the real situation that the employee must face in his work
• Seminar / conference – allows to familiarize with new information simultaneously a large number of participants of the event
• Workshop for the exchange of experience – replicating the best experience of participants on the basis of illustrative and complex situations from their personal practice
• Individual or group coaching – professional assistance provided by the coach (coach), a person or a group of people in determining and achieving their personal goals
• Strategic session, for example, teambuilding session (team building)
• Development Center – allows each participant to assess skills and competencies for a given topic and “aim to develop” precisely those elements of competence that are most needed for him
• Mixed training is currently gaining widespread use of the ability to combine classroom teaching and electronic distance learning. Due to the opportunity for the learner to choose the time of training and independently master the knowledge and skills, is ideal for busy people with a non-standard working day and for corporate training of employees of one firm without interruption of production. MOLGA Consulting Training Guide for Mixed Training
• Working with MOLGA Consulting, you get
• Creation of a system for training the personnel most suited to the needs of the company, the most convenient format and schedule of training events
• Implementation of all stages of training and development, evaluation and certification of personnel
• Confidentiality of business issues solved during the training.