Creation of a training center in the company. Creation of a training center

We are often asked - "How to open a training center" how hard is it, how expensive is it?

The following items of expenditure will be present in the budget for the opening and operation of the training center:

• Creation and opening of the training center.
• Licensing.
• Development of training programs, publication of training manuals, manuals, presentations, etc.
• Creation of a training site.
• Creation of material and technical base.
• Support and development of the training center.
• Rent.
• Paying teachers and staff.
• Promotion of the training center.
• Adding new professions to the license.
• Improving the material and technical base.
• Training site support.
• Creation and adjustment of new training programs.

Naturally, many “little things” are not reflected in this list, and the “intangible part” is not reflected at all - your personal time and nerves.

The training centers of organizations are distinguished by several points.

Who does not need a license for educational activities

Firstly, they often do not need a license - after all, they are not going to take money from their own staff, dealers and partners for training. So this item can be excluded. But then those who have completed the training will receive "wrappers" instead of serious "crusts". But it makes the process cheaper.

Secondly, organizations can try to save on the work of the training center by entrusting unpaid additional workloads to already overburdened staff. There can be no talk of any material and technical bases, let alone serious training programs. The creation of a corporate training center because of this becomes similar to the creation of a "corporate leaflet" that no one reads, or a "corporate booze" that divides people.

Finally, it is important for organizations to pay attention to such important elements as introducing their own ideology and norms with the help of a training center. These are additional efforts and financial costs that are necessary.

It is realistic to open and bring to self-sufficiency a serious training center for a period of 2–3 months to 1 year.

Workshops:

• Exploring topics of interest to course participants.
• The main stages of organizing a training center with a detailed review of each stage.
• Licensing.
• Attracting investors and partners.
• Studying practical examples of creating successful training centers.
• Algorithm of the work of the training center.
• Templates for basic documents.
• Algorithms for creating and promoting the website of the training center.
• How can a training center earn?
• Development of the training center.
• Trainings.

Business Education - Study Programs

The HSE Graduate School of Management implements business training programs, additional education in the field of general and functional management:

All business training programs are aimed at preparing senior managers and general consultants with modern knowledge and qualifications that allow them to effectively manage organizations or their divisions. The formation and development of key competencies of the head helps not only to develop the skills of a systematic approach to the strategic tasks of the business, but also to structure their own business experience

Main programs

The MBA programs of the Graduate School of Management are developed using international experience and taking into account the realities of Russian business.

The Executive Master of Management in HR program - Strategic Human Resource Management is a fundamentally new program developed by the best professors, teachers of the Higher School of Economics and the best practitioners and experts in the field of HR with unique experience in large Russian and multinational companies.

The Executive MBA and DBA programs are original developments of the School aimed at top managers and owners of Russian companies.

The program "School of Leadership" was developed with a focus on the participants of the "Leaders of Russia" competition, educated and ambitious people.

The corporate programs of the Graduate School of Management are aimed at companies that want to improve the skills of their managers. To train their employees, firms can choose any discipline from a wide range of courses offered, designed for them as short-term courses. business seminars, as well as medium and long-term programs, up to corporate programs of the Executive MBA level in a format adapted to the requirements of companies.

Conditions for admission, organization and duration of training

Upon admission to the business study programs of the Graduate School of Management, an interview or testing is conducted

A prerequisite for admission to the MBA, Executive Master of Management, Executive MBA programs and the PP program "School of Leadership" is the presence of higher education and work experience. The DBA program has additional requirements

Programs are implemented in two forms - evening and modular

The duration of business training depends on the chosen program and varies between 0.9–2.3 years

Learning process and results

The educational process at the Graduate School of Management is organized according to a mixed type, which involves the use of various teaching methods: from lectures and business seminars to solving cases and discussions. At the same time, the emphasis is on active forms of learning: trainings, business games, analysis of specific situations.

The training center does not need a license

Classes are taught by teaching staff with extensive experience also in the field of business decision making and management consulting. During the seminars, the teacher organizes the work, directing it both to the assimilation of the material by the students and to the control of their individual preparation. Trainings contribute to the acquisition of skills to adequately respond to specific situations that arise in the course of the company's activities. At lectures, theoretical material is developed, which serves as the basis for active forms of communication. A large place in the educational process is given to the independent work of students, during which they study special literature, as well as complete assignments on the topic they have studied or prepare their own project, linking the acquired knowledge to the activities of a particular company.

Such an organization of business courses is mostly applied in nature and has been proving its viability and effectiveness for many years. Examples from Russian practice discussed at business seminars are designed to adapt international practice to domestic realities, which makes it possible to gain knowledge and experience in the field of Russian and international business.

Education under the programs of the Graduate School of Management ends with the defense of the final qualification work or dissertation.

The MBA diploma is a confirmation of successfully completed training and meets high international standards.

How to open a training center for hairdressers and manicurists: a business idea

The need to put in order the hair on the head has been developed in a person to automatism. Hand and nail care is also approaching a need at the genetic level. Therefore, the rapid growth in the number of establishments offering haircuts and manicures is taken for granted. But where to get so many attendants? The answer is found by enterprising people who organize courses in hairdressing. In parallel, they put on the conveyor the training in the art of manicure and train stylists.

The business turns out to be quite profitable and not the most difficult to organize. By registering as an autonomous (independent) non-profit organization, an entrepreneur does not need any additional licenses or special permissions.

Sanitary standards for one hairdressing place require. But at the rate of 5 study places, finding a spacious room in the city with an area is not less difficult.

Since the location of the training center does not play a special role, you can save a little on rent, but it will still cost a pretty penny (2.5 thousand rubles per square meter). Items of furniture interior and educational equipment (chairs, racks, mirrors, sinks) can be purchased domestically. Equipping each workplace will pull up to ten thousand rubles.

A significant cost item is consumables. Convenient sharp scissors, high-quality paints, professional combs, massage brushes, brushes for sweeping and coloring hair, hairdressing negligees and other paraphernalia will cost up to $1,000. And each student will need a training mannequin for 1.5 thousand rubles.

It is advisable to put the training on stream, gaining up to 5 groups of 5 people at the same time.

How to open a training center? Algorithm how to start earning on knowledge!

The average cost of a three-month hairdressing course is around 22 thousand rubles. The minimum positive profitability is obtained by enrolling at least 10 students per course.

If time and opportunity allow, you can supplement the basic study with a short-term additional course (for example, the cycle of classes "Wedding Hairstyles"). This will add another 12 thousand per person to the “piggy bank of income”.

Classes will be held in an intensive mode, which not every teacher is able to withstand. Therefore, when choosing a candidate for a teacher, a special approach is needed. In addition to high individual professional skills, the teacher must be able to convey his skills and knowledge to students. It will take both psychological endurance and physical endurance. The assessment of such teaching work will be about 15,000 rubles.

Manicure courses are organized according to a similar scheme. Only according to sanitary standards is enough for one manicurist. Buying equipment and furniture to equip a manicure workplace will be cheaper than hairdressing costs. Only 3,000 rubles will be needed for one student kit, which includes all kinds of nail files, scissors, brushes, spatulas, as well as a special grinder and sterilization equipment. Each student needs at least three manicure sets. For the role of a teacher, invite an authoritative stylish master who has something to teach beginners. This will make your wallet thinner than forty thousand, but it will add prestige and popularity to the school.

The cost of a manicure course is about 11 thousand, but groups can be completed up to 8 people. By analogy with hairdressing training, basic manicure courses can be accompanied by additional ones. For example, a series of nail extension classes costs 8,000 rubles, and art painting courses cost 10,000 rubles.

Some students strive to master the art of hairdressing and manicure at the same time. Try rewarding that zeal with a small discount on tuition. This can become a role model that will bring you additional benefits.

Another incentive for students will be the guarantee of their employment after the end of the course. You can provide such a privilege if you conclude agreements with beauty salons on favorable terms for both parties. The image of the school from such cooperation will only increase, which over time will bring additional dividends.

Prepared by the editors: "Business GiD"
www.bisgid.ru

User comments

The article was written with the information support of the company's employees Association Registration http://oreg.pro/

Activities of an educational nature must be licensed. Only teachers engaged in individual tutoring have the right not to license their educational activities. Everyone else will have to get a license to teach. For information on how to do this, read this article.

Who needs to receive

The following legal entities must obtain a training license without fail:

• State. and private not-for-profit firms whose activities are primarily aimed at providing education, and not at making a profit;
• Commercial firms whose purpose is to profit from the provision of educational services;
• Branches of educational companies;
• Private businessmen carrying out activities with hired personnel;
• Scientific institutions.

Services must be provided under one or several of the following educational programs:

• Higher or secondary special;
• preschool;
• general education;
• Add. education for both children and adults;
• Increasing the level of qualification.

Legal requirements

The current legislation establishes that a candidate for a license must fulfill a number of requirements:

1. Availability of space for training.
2. Availability of everything necessary for the learning process (special equipment, furniture, textbooks, inventory, etc.).
3. Availability of educational programs.
4. Creation of conditions that are required for conducting educational activities.
5. The presence of permission from Sanepidnadzor.
6. Availability of teaching staff (must be fully approved before applying for a license).
7. The presence of documents allowing access to materials that are state. secret.

Required Documentation

To receive training licenses you must provide the following package of documents:

• Application for receipt;
• The original identity document of the applicant;
• Photocopies of constituent documents certified by a notary;
• Photocopies of the following certificates: on tax registration, on state. registration, amendments; they must be notarized;
• Documents that confirm the ownership of territories and premises;
• Education programs and curricula;
• Information about teachers - photocopies of their diplomas and their work books;
• The conclusion of the fire service, SES and the Ministry of Emergency Situations on the compliance of objects with certain requirements;
• Information about the availability of training with distance elements;
• Certificate confirming the availability of conditions for the protection of health and nutrition of students;
• A check confirming the payment of the state. duties;
• Description of the entire documentation package.

Procedure for obtaining a license

The licensing authority accepts an application according to the inventory, making a record of receipt on it. The date on the inventory is the day from which the licensing process begins:

1. Within three days the employees of Min. Entities check the documentation provided by the applicant for correctness and completeness.

   How to open training courses without a license

   If errors are found, the documents will be returned to the applicant for correction. The applicant has a month to correct errors.

2. If the specialists have no complaints about the documents, all kinds of checks begin: the accuracy of the information provided is checked, as well as the compliance of the applicant's conditions with the licensing requirements. At this stage, an on-site inspection is also carried out.
3. Within sixty days from the date of registration of the application, the department for supervision of educational activities will make a positive or negative decision. If a negative decision is made, the experts must justify it. There can be only two reasons for refusal: the provision of false information and conditions that are not suitable for the implementation of educational activities.
4. Obtaining a license has an unlimited validity period. However, if the requirements are violated, it can be temporarily suspended or withdrawn forever.

Business idea: how to open a center for preparing for exams

How to create an educational organization?

Our lawyers quite often receive letters from website visitors with questions about opening private schools, kindergartens, various training courses, etc. Therefore, we decided to cover this issue in a separate article.

Educational activities are regulated by the Federal Law "On Education in the Russian Federation" (hereinafter referred to as the "Law").

The definition of education is given in the Law - it is understood as "a single purposeful process of education and training, which is a socially significant good and carried out in the interests of a person, family, society and the state, as well as a set of acquired knowledge, skills, values, experience and competence of a certain volume and complexity for the purpose of intellectual, spiritual, moral, creative, physical and (or) professional development of a person, satisfaction of his educational needs and interests.

The definition of the term "training" is somewhat different from the above, which, according to the Law, is "a purposeful process of organizing the activities of students to acquire knowledge, skills, abilities and competencies, gain experience in activities, develop abilities, gain experience in applying knowledge in everyday life and form students' motivation. lifelong education."

According to the Law, educational activities have the right to carry out:

• educational organizations, which can be created only in the form of non-profit organizations;
• organizations providing training- scientific organizations engaged in educational activities, organizations for orphans and children left without parental care, organizations providing treatment, rehabilitation and (or) recreation, organizations providing social services, and other legal entities;
• individual entrepreneurs- both carrying out individual pedagogical activities, and attracting hired pedagogical workers.

It should be noted that the previous version of the Law (before September 1, 2013) excluded commercial organizations from the educational process - LLC, JSC and similar legal entities, the purpose of which was to make a profit, were not entitled to conduct educational activities.

Educational activities carried out by legal entities, as well as individual entrepreneurs who engage teaching staff, are subject to mandatory licensing. At the same time, educational activities carried out by an individual entrepreneur directly (that is, personally, without hiring other teachers) are not licensed.

As an example of an activity that an individual entrepreneur can conduct without a license, one can bring tutoring, tutoring, etc.

The procedure for licensing educational activities carried out by educational organizations, organizations providing training, as well as individual entrepreneurs (with the exception of individual entrepreneurs directly engaged in educational activities) is established by the legislation of the Russian Federation on licensing certain types of activities, as well as the relevant Decrees of the Government of the Russian Federation.

An educational organization can be state, municipal or private.
State is an educational organization created by the Russian Federation or a constituent entity of the Russian Federation.
Municipal is an educational organization created by a municipality (municipal district or city district).
Private is an educational organization created by an individual or individuals and (or) a legal entity, legal entities or their associations, with the exception of foreign religious organizations.

Most often, private educational organizations are created in the organizational and legal form of ANO - autonomous non-profit organizations.

Educational organizations are divided into types in accordance with educational programs (main and/or additional), the implementation of which is the main goal of their activities.

The law establishes the following types of educational organizations that implement basic educational programs:
1) preschool educational organization - an educational organization that, as the main goal of its activities, carries out educational activities in educational programs of preschool education, childcare and care;
2) general educational organization - an educational organization that, as the main goal of its activity, carries out educational activities in educational programs of primary general, basic general and (or) secondary general education;
3) professional educational organization - an educational organization that, as the main goal of its activities, carries out educational activities in educational programs of secondary vocational education and (or) in vocational training programs;
4) educational organization of higher education - an educational organization that, as the main goal of its activities, carries out educational activities in educational programs of higher education and scientific activities.

Types of educational organizations implementing additional educational programs: 1) organization of additional education - an educational organization that, as the main goal of its activity, carries out educational activities in additional general educational programs;
2) organization of additional vocational education - an educational organization that, as the main goal of its activities, carries out educational activities for additional professional programs.

The educational organizations listed above have the right to carry out educational activities under the following educational programs, the implementation of which is not the main goal of their activities:
1) preschool educational organizations - additional general developmental programs;
2) general education organizations - educational programs of preschool education, additional general education programs, vocational training programs;
3) professional educational organizations - basic general education programs, additional general education programs, additional professional programs;
4) educational organizations of higher education - basic general education programs, educational programs of secondary vocational education, vocational training programs, additional general education programs, additional professional programs;
5) organizations of additional education - educational programs of preschool education, vocational training programs;
6) organizations of additional professional education - training programs for scientific and pedagogical personnel, residency programs, additional general education programs, professional training programs.

According to the Law, the name of an educational organization must contain an indication of its organizational and legal form and the type of educational organization.

Organizations providing training can be legal entities of any organizational and legal form, including such commercial organizations as LLC and JSC. Wherein:
Scientific organizations have the right to carry out educational activities under master's programs, training programs for scientific and pedagogical personnel, residency programs, vocational training programs and additional professional programs.
Organizations providing treatment, rehabilitation and (or) recreation, organizations providing social services are entitled to carry out educational activities on basic and additional general educational programs, basic vocational training programs.
Diplomatic missions and consular institutions of the Russian Federation, representative offices of the Russian Federation at international (interstate, intergovernmental) organizations (hereinafter referred to as foreign missions of the Ministry of Foreign Affairs of the Russian Federation) have the right to carry out educational activities on basic and additional general education programs, taking into account the specifics established by Article 88 of the Law.
Other legal entities have the right to carry out educational activities under vocational training programs, educational programs for preschool education and additional educational programs.

For the implementation of educational activities by the organization providing training, a specialized structural educational unit is created in its structure. The activities of such a unit are regulated by the regulations developed and approved by the organization providing training.

Registration of a business in the field of education

As already mentioned, activities in the field of education are entitled to be carried out by legal entities - educational organizations and organizations that provide training, as well as individuals (citizens) registered as individual entrepreneurs.

The requirements for constituent documents of legal entities operating in the field of education have their own specifics. Those interested in this issue will find the answer to it in the Law, but here we only note that the charters of such organizations should contain information about the educational programs in accordance with which training will be conducted.

Since only non-profit organizations can be educational organizations under the Law, their registration is carried out by the authorized state body - the Ministry of Justice of the Russian Federation and its regional departments (in particular, in St. Petersburg - the Main Directorate of the Ministry of Justice of Russia for St. Petersburg). More information about registration of non-profit organizations can be found on this page.

As mentioned above, organizations providing training can be created both in the form of NGOs and commercial organizations. In the latter case, the tax inspectorate is the registering body for them (in St. Petersburg - MI FTS No 15). Registration of such organizations is carried out by the tax authority in accordance with the general procedure, which does not differ from the procedure for registering "ordinary" LLCs.

Similarly, the procedure for registering individual entrepreneurs, both directly engaged in educational activities and hiring teaching staff, with the exception of the need to additionally submit certificates of no criminal record, is no different from the registration procedure for individual entrepreneurs in other areas of activity. The registering authority is the tax office.

After state registration, the subject of educational activity (an educational organization, an organization that provides training or an individual entrepreneur who has attracted teaching staff) must obtain a license, and only after that he can begin to provide educational services. The requirements for license applicants can be found in the Law and in the relevant Decrees of the Government of the Russian Federation.

After a certain period after obtaining a license, an educational organization has the right, in the manner and terms established by the Government of the Russian Federation, to apply to the Ministry of Education (or other relevant state body of the Ministry of Education) with an application for state accreditation.

Educational organizations that have state accreditation and implement general education (with the exception of preschool) and vocational educational programs are entitled to issue state documents on the level of education and (or) qualification received to persons who have passed the final certification.

Petrolex specialists will always help you to prepare the constituent and other necessary documents for the state registration of an educational organization, an organization providing training or an individual entrepreneur (IP), as well as to complete the registration.

Creating a training department within the company is now fashionable. Almost everyone has coaches on staff, and those who don’t are seriously considering getting them.

The idea is great, it has many advantages, and in this article we will try to analyze the process of creating a training unit within the company, evaluate several formats, discuss their pros and risks.

What are the preconditions for cosdenmark training center?

· The need to prepare employees for work themselves, the lack of “ready-made” specialists on the market.

Most often, this situation is typical for specialties related to sales (managers, sales representatives, salespeople), since there is no such specialty as a “salesperson”, no one prepares a school graduate to work as a sales manager.

At the moment, we are seeing a big gap between a person's education and the real needs of the labor market. The current generation of able-bodied people went on to higher education in the post-crisis years, and they studied for the credits, not for the skills. As a result, we have a huge number of people who do not work in their specialty, who did not need what they were taught. And this means that in the near future people who do not have the necessary skills in the profession will come to work with us. And in order for our business process to be effective, people need to be taught.

· Development of needs in the implementation of employees.

At the same time, an interesting trend is observed in the market of applicants - people are quietly trying to realize themselves in work. Hooray! More and more young people go to work because they like the activity, more and more people want to see the meaning in work, and not just get paid. Work gradually ceases to be a means of survival (huh?), and becomes something else - for example, an opportunity for realization. What does this give the Jews? This means that the requirements for the place and organization of work among applicants are increasing. I personally know several hired specialists who choose a place of work according to ... the personality of the director, is he an adequate person. Perhaps soon the motivation “work or we'll kick you out” will begin to lose its effect, and people will need more subtle schemes. One of them is a streamlined learning process within the company. Because a new person needs to know what to sell (product courses), how to sell (sales) and why to do it (the starting ideology is welcom trainings).

· The need to translate the experience of solving problems.

During its development, the company gains experience in solving various business problems: from how to issue an invoice to how best to build a branch structure. This experience is gained by the company's employees, it is stored in their head and the heads of their colleagues (usually 2-4 people). But employees of the company tend to leave / be transferred to another position / go for a promotion. At the same time, a new person who comes to the workplace is forced to again gain the same experience in solving the same problems. Waste your time and your money. Moreover, the larger the company, the greater these information losses. The function of educational structures, among other things, is the preservation and transmission of information, developed schemes to new employees.

The need for independence from employees.

Often in companies there is an effect of "dependence" on a good specialist. Usually this is an employee who is well versed in the company's product, a carrier of experience and knowledge. He pulls on himself many processes, it is impossible to replace him, since valuable knowledge will be lost, but he, realizing his importance, allows himself (usually different things ...)). The training department removes this dependence on specialists by developing product courses, systematizing and depersonalizing information.

Conclusion: if the described situations are observed in your company, the training structure is important and necessary.

What structure of the training unit do we need?

Let's define the format of the educational unit.

a. The educational center.

In my understanding, the training center within the company is an independent division, with a classical structure; performing a full cycle of work on training, adaptation, assessment of employees; working with specialists from all levels of the company. Perhaps even self-supporting.

Fig.1. An example of the organizational structure of a training center

Opportunities: you can completely build a training system associated with a system of assessment, motivation, personnel development. With a few specialists, it is possible to achieve specialization of trainers in products, which will increase the quality of training; and cover a large number of employees of various categories at the same time. This structure is able to create its own educational products and self-develop, flexibly adapt to business needs.

b. The training department is a smaller scale, usually located in the structure of the HR department. Engaged in training and evaluation, most often the most needed categories of specialists (for example, salespeople).

Fig 2. An example of the organizational structure of the educational department

Opportunities: the structure allows a comprehensive approach to the needs of the business, due to the concentration of the management function on the head of the department. Due to the coordination of actions of all services, tasks are usually solved more efficiently, flexibly, and more quickly. However, when training needs are high, trainers are usually overwhelmed and only able to provide the basic level of training – sales and product.

c. The internal trainer is the most local level. Usually in a single person. Spends what he can and knows how, depending on the tasks set by the leader. Usually subordinate to the HR service, or to the sales service.

Opportunities: By working in a single person, it is possible to grow an excellent generalist capable of working on a wide range of products (sales, product, field mentoring, consulting.). At the same time, there is a high probability of working at a low level of the organization, without goals, a plan, evaluation of results and motivational schemes, because who is a coach and what to do is not completely clear to anyone.

The criterion for changing these levels is the coverage of employees with training programs and the consistency and plannedness of building a structure.

By coverage, we mean the range of educational products implemented by the educational structure. Only sales technique? Or another company product? Or are there other leadership training programs? And the webinar system? And e-learning? What categories of employees do we train: front-staff (salespeople, managers)? Are there training programs for all key positions in the company? How wide is the range of learning formats (classroom-field-internet media)?

By planned and logical, we mean the depth of training planning and evaluation of results. Are there measurable learning objectives? A training plan for the year? structure budget? Formed methodological courses? Training quality monitoring system? Training support system (field mentoring - self-learning system - express briefings)? To what extent are the schemes of interaction between the training department and other structures of the company worked out?

The format of the educational structure, in my personal opinion, must be chosen based on two criteria: the needs and goals of the business within 3-5 years and the financial and organizational resources of the company. As always, the goals of the company and its tasks in the field of personnel are of paramount importance. To simplify, what competencies will employees need to solve the company's problems? How are things now? How many and what employees need to be trained?

Example 1. A company of 300 people plans to increase its sales (turnover), has a constant turnover of sales staff and a lack of ready-made specialists in the market. In this case, the solution is a training department of 1-2 trainers, and a range of products for training - sales, product, field audit, mentoring and task setting for middle managers.

Example 2. A federal company opens representative offices/shops in the regions. The total number of employees is more than 2000 people. The main goal is to prepare staff for effective work according to standards, to create a self-organized and efficient structure in each branch. Here, on the basis of the office, it is necessary to create a training center with a staff of trainers on the ground. The office team will have to develop the entire methodological base and work technology, and the field trainers will have to translate it. At the same time, the range of products: sales, product, field audit, personnel and trade structure management for managers; evaluation and motivation system.

Example 3. A chain of stores with 90 employees. The task is to maintain a high standard of work with the buyer, to increase the average bill and revenue. Here, one internal trainer can quite cope, conducting products: sales and field audits, auditing the implementation of standards.

Conclusion: understand why you need a learning structure and how much are you willing to spend on it?

What are the principles for building a learning structure?

When developing a learning structure, the ideology, values ​​and thoughts that we put in the foundation are very important. Let's discuss the principles that seem important to me?

· Communication with business.

Any training in the company is started with one goal - to increase the efficiency of employees, and hence their results. For owners, most often financial. Therefore, it makes sense to define measurable learning outcomes and build motivation for trainers on them, link training programs to specific business needs, and integrate the training department into the management system. Does your head of training participate in company meetings? Does he attend strategic planning sessions?

· Measurability.

It is important to evaluate the results of the work of the educational department, it is very invigorating for both the department and the founders. Despite the fact that the results of training are not directly related to financial performance, nevertheless, theoretically speaking, the company should be more efficient from our training, and efficiency is a completely measurable concept.

The principle of subjective assessment of the quality of education.

How to do it: Offer to fill out questionnaires for evaluating the course of study, conduct interviews; enter the rating of coaches; create an online feedback system.

The principle of an objective assessment of the quality of education.

How to do it: Make a list of behavior indicators that the employee should demonstrate after training; assess the degree of use by the case-studies method or the "mystery shopper" method; interview regular customers; collect analytics on business indicators.

· Practicality.

Training should help people do their job either easier, or faster, or more accurately, or more efficiently. All skills curricula should be practice-oriented and built around the “master” principle. This is when the training course is written by the person who is really good at doing this operation. For example, a course on sales techniques should be drawn from the practical experience of real salespeople; and the course on management - from the experience of real leaders.

· Versatility.

The experience of colleagues (thanks, Yana) and common sense tells us that coaches should be generalists in a reasonable sense. Previously, it was practiced to divide trainers into sales, product, and methodologists. Practice has shown that versatility has more advantages.

Firstly, the trainer’s brain “stops thinking” from concentrating on the same products, phrases and techniques, professional burnout becomes closer. Secondly, the possibility of replacing specialists with universality is obvious. Thirdly, for the trainer, the key factor is the opportunity to gain experience in the field, and for group members, it is important to integrate all topics into a single semantic context. Therefore, the ideal option is when the same person teaches you first about the product, then how to sell this product, then goes with you to the field.

· Consistency.

The training system, like any system, is built on the principle of a cycle: analysis-planning - actions - analysis. Almost all training cycles are built on the same principle: goals - how do we achieve goals - what do we teach - evaluate the level now - conduct training - evaluate the level later - draw conclusions. This cycle is observed in sales training, rarely observed in product training, and only occasionally in management skills training. And when I attended external courses, I didn’t see such an approach at all. Although I believe it exists.

How to do it: Write down SMART goals, set tasks, define methods and methods for solving these problems in the form of a curriculum, calculate upcoming expenses, determine the units of measurement of the result, set deadlines for implementation, evaluate the results.

· Development.

The main tool of coaches is still intellect. And the ability to think and produce new products, ideas needs to be developed and nourished. The training department should learn on its own, using external or internal resources, there should be formats for group discussions and meetings, the opportunity to think and storm.

How to do: create a training schedule for trainers; develop creative Fridays for trainers; to introduce the regime of methodical planning meetings; create a format for public reports on trainings; expand the product portfolio of trainers.

The principle of maintaining skills.

We all know that learning outcomes need to be maintained and that a series of classroom trainings has never saved anyone. It is important to understand that support can be arranged in the short and long term. In an operational way, when planning a training cycle, you can immediately plan a system of regular supportive post-training sessions, consisting of regular 1.5-2-hour seminars or informal discussions. In the long term - to use a system for assessing and motivating personnel, to form projects for a personnel reserve, innovative tasks for project teams.

· Publicity.

Since training is a good event that greatly affects the inner spirit, atmosphere, loyalty and many other factors, it is necessary to take care of the publicity of this process. We need to make learning within the company fashionable, honorable, effective, so that we have tools for broadcasting information and learning outcomes.

How to: Publish articles and documents on the Intranet about the application of the skills to be taught; organize a training section on the Intranet and post success stories; include learning outcomes in monthly reports; inform direct supervisors about the results of training of their employees; use an internal mailing list or newspaper to post training schedules; use legends “he learned and is now CEO” within the company.

· Accumulation of knowledge.

Everything that the training department produces is unique and valuable information content. Once developed, the program allows you to train a bunch of employees even after the dismissal of the coach. The created rules, technologies, algorithms must be independent of the trainer's personalities and permanently kept in the company.

How to do: Place all training materials in the appropriate section of the Intranet or on the internal website of the training center; create a resource on the server's public access; introduce a rule for describing each new process; implement a method of updating information quarterly.

Conclusion: the stage of planning and developing the concept of the educational structure is key for this project, so it should be given maximum attention. Just at this stage, it becomes clear how much it costs to create an educational structure

What steps need to be taken when designing a learning department?

I propose to consider the stages of building an educational structure, in this case, the training department, "from scratch" on the basis of a retail network.

The underlying principles:

· The principle of synergy – an integrated approach is planned: classroom training and field mentoring.

· Topics of training: sales training for beginners and advanced levels; welcom training for new employees; company product seminars.

· Integration of the training system into the company's business processes by linking the learning outcomes with the process of evaluating and stimulating employees of the sales structure.

· Trainers are generalists providing sales and product training.

· Cycle of training: audit before and after training, field mentoring as post-training.

Project diagram: see picture

Description of the project tasks:

1. Audit of the current situation and business needs.

At this stage, it is important to understand at what level the professional competencies of current employees are developed. It is also important to evaluate the current financial or numerical criteria for the performance of employees at the current level. This data will help us plan the project and set training targets.

For example, under given conditions, as an analysis of the current level of competencies, you can use the method of open observation of the test group (10% of the team) according to "extreme values" (the best and weakest in terms of sales results). Questionnaires can be used to diagnose product ownership. And as performance criteria to analyze such values ​​as: turnover (conditionally); average check, pieces per check; the ratio of sales to traffic; % according to checklists; product group turnover or % of collection sales.

2. Analysis and discussion of the department concept

This is a key step in the work. We are finalizing the vision of the educational structure. To do this, we need to answer the following questions:

· What tasks will the structure implement? What goals are we ready to set for the coming year? What results are we waiting for? Why do we need them?

Who will we teach? What? With what frequency? How will we evaluate the results?

How will the training system correlate with other HR processes? Training and selection? Training and adaptation? Training and evaluation? Motivation? At what point is the training service connected, what training products are needed for this?

· What will be the organizational structure of the department? Department size? Areas of responsibility of department employees? A system for assessing and motivating coaches?

· How will we implement the main processes: developing courses, gathering groups, printing materials, storing information, broadcasting information?

3. Development of work technology, methodology of the educational department.

At this stage, we need to form an organizational, functional and methodological base. For this you need:

Form a system of goals and objectives of the training department

Form an organizational structure, staffing, job responsibilities, payroll for employees of the training department

Create a job profile for the training department

Create a system of target indicators for employees of the training department

Formation of an assessment system for employees of the training department

Create a pay structure for training department employees

· To form a technology of adaptation of employees of the training department

Prepare the material and technical base of the training department

Develop the necessary training programs (methodological materials, scripts, handouts)

Develop diagnostic assessment tools for courses (tests, observation questionnaires) and methods for their application

Develop technologies for the work of the training department:

Technology of formation of study groups

technology of organizing and conducting training

technology for evaluating learning outcomes

· CA reporting

structure of interaction with related departments

Regulations for the formation of curricula and programs

4. Training of specialists of the training center.

At this stage, our main task is to recruit and train employees of the training department

· Staffing of the training department

Conduct training of trainers on methodological courses and field mentoring technology

Supervise the work of trainers in conducting training courses and field mentoring

Conduct training of trainers on the internal technologies of the TC

-1

“The need for education lies in every person; The people love and seek education, just as they love and seek air to breathe.
Lev Tolstoy

Today, there are many options for organizing staff training. Many large companies have departments dedicated to personnel development, or even training centers, in which hundreds of employees are trained at the same time. In turn, relatively small companies are usually limited to short-term trainings and seminars, for which they invite outside professionals or send their employees to open training events (trainings, seminars, conferences, etc.).

Training- one of the costly items of business for any company, and its effect is not always noticeable immediately. The focus of internal corporate training is to support and improve the performance of staff, and through employees to increase the profitability and profitability of the company. In a crisis, many organizations, forgetting about this, chose to cut the cost of training programs to a minimum.

I can agree that the right way to reduce the cost of training is to determine the right cost-effective and effective approach to training. I mean the following: if your organization engages an external training company to conduct staff training, then this company should be correctly identified, and it should also be clearly assigned tasks for training your staff, based on the training needs of individual groups of specialists, and not imposed from the outside and are not applicable in the future in practice within your company.

If these are open trainings to which you send specialists, the same thing: you need to clearly understand which company provides training, whether the declared topic meets the business needs of your organization and your staff, which trainers conduct training, which employees need it. The approach to choosing external training programs can be devoted to separate articles and books can be written about it.

In this article, I will focus on an alternative to expensive training with the involvement of external trainers and training companies, namely, organizing your own internal corporate training structure - creating a training center (“training”, “training” - you can use the name that you like best).

The training center will allow implementing the basic principles of building educational programs: timeliness, individuality, sufficiency.

The purpose of the creation and operation of the training center is to provide employees (existing and newly hired) working in the company with high-quality training programs and improving the level of knowledge to achieve a long-term competitive advantage for your company.

Tasks to be solved thanks to the introduction of the training center:

• - systematization of training;
• - high-quality planning of training programs both in the short term and in the long term, taking into account the development of all personnel and certain categories / individuals. This task also implements the high-quality training of the company's personnel reserve;
• - use of a single standard in training;
• - providing employees with high-quality training programs and improving knowledge;
• - providing timely data for business and personnel;
• - training taking into account the needs and characteristics of a particular business structure and its personnel;
• - methodological support for the introduction of new products and services;
• - continuous analysis and monitoring of the effectiveness of employee training;
• - training taking into account corporate values, including historical, cultural, etc.

Diagram 1 shows the relationship between the training center and the components in the direction of personnel development.

Scheme 1. The place of the training center in the education system

The information that is formed on the basis of certain components of the life of the organization, and the information that should come to the training center, are displayed in the table below in the form of short notes and directions for use in the training center.

Table 1. Relationship between some aspects of staff development and the training center

Components	Direction	The educational center
Personnel selection	Qualification compliance of the new employee with the position for which he is selected	- Formation of a set of missing knowledge, skills and abilities, on the basis of which the subsequent training and development of the employee is carried out. - Determining the need for training a new specialist
Adaptation of employees	Induction of new employees. Adaptation of specialists to the content, working conditions and immediate environment	- Drawing up "starting" mandatory and individual training events (about the organization, corporate culture, business processes, training programs according to the qualification requirements for the position). - Planning and participating in mentoring and coaching processes
Analysis of professional activity and evaluation of work results	Determination of compliance with the performance of functional duties in accordance with job requirements. Certification and evaluation of personnel. Personnel assessment if it is necessary to retrain or rotate an employee	- Formation of a set of training programs aimed at improving the knowledge, skills and abilities for the successful work of individual employees or groups of specialists. - Preparation of programs in accordance with new tasks and / or qualification needs
Personnel development planning	Determination of the required number of personnel to perform certain tasks, taking into account the development of the company's business or its optimization	- Formation of training programs taking into account the strategic development of business. - Training of personnel taking into account changes, redistribution of functions, in conditions of adaptation to new requirements. - Training of personnel reserve

The creation of the organizational structure "Training Center" on the basis of personnel management (personnel development, human resource management) consists of certain stages, which are displayed in diagram 2.

Scheme 2. Stages of creating a training center

I will not describe in detail all the stages within the framework of this article. I will stop at stages of training team formation (3 stage - Selection of "training staff" and stage 4 - "Training of trainers"), as well as on the very model of organization of training in the company.

To When it comes to the formation of the composition of internal coaches, a number of questions arise here, of which the following can be distinguished:

1) How many trainers does the company need?

2) What competencies and skills should they have?

The two questions are very closely related, since mathematics and economics always keep pace with logic and efficiency. By partially answering the second question, one can understand the first, and vice versa.

Nevertheless, the answer to the first question can serve as a few examples of the implementation of the creation of training centers in banking structures. The table below shows two examples of the organization and operation of a training center in very similar business structures.

Table 2. Comparison of options for the formation of the coaching staff

At the same time, in the first case, 7 trainers are trainers involved exclusively in the training center to create and conduct training events, and in the second case, trainers are involved in the work of structural divisions of the head bank and perform the function of internal trainers in the training center. Both cases have their advantages and disadvantages.

There are many examples of such schemes. But only by defining the goals and objectives for the training center, setting the logical and mathematical number of events to be carried out in a period (it is best to take a year), planning thematic directions for staff development, you can understand and organize the optimal structure for the company.

More important in the matter of organizing the coaching staff is what the internal coach should be like, how to identify him, what competencies he should have and what skills need to be developed. Training activities are only effective if they are conducted by experts in the field. This immediately limits the field for the search for trainers only for the reason that there are not many specialists who happily combine expert experience in their field and have the ability / desire to train others. Especially when it comes to professional trainings that correspond to the job tasks of the company's employees.

P Before starting the search for an internal coach for the company, you need to decide what level of coaching professionalism is needed? It seems that the higher the competence, the better? It is not always so. It is difficult to find professionals in any field, their services are usually expensive. In addition, the “superstar” highly appreciates his qualifications, complex non-standard tasks are important to him, so the prospect of holding training sessions for weeks may not inspire him.

When organizing a training center from scratch, it is better to attract specialists (1-2 people) of a high professional level who will be able at the first stage to help the manager organize the work and train novice trainers.

If the company plans to attract a single trainer who will conduct various trainings for employees of different levels and areas of functional activity, then this a professional trainer should be even more professional. The more difficult the task for the internal coach is set by the company, the more professional the employee should be. When a company already has a training center that employs several trainers, corporate training standards have been developed, then it is more efficient to attract a promising rookie coach highly motivated to work and develop. From it you can grow a professional who will correspond to the specifics of the company.

I will give several options for retraining an employee as a coach from other departments.

Table 3. Retraining of employees to be a trainer from other departments

	pros	Minuses	Recommendation
The specialist becomes a coach of the training center	We get a carrier of professional experience who, having received training for a trainer, will pass on his experience to others	We lose a good employee in a certain direction	It is necessary to clearly weigh in which position it is more profitable to use this employee
The specialist remains working in his position and at the same time is involved in training	The organization does not lose a specialist and at the same time gets a professional trainer in his field. He is always in business and can share real-time experience	An employee may not withstand the load, burn out, or treat coaching tasks irresponsibly. If the training is conducted for other structural units, the direct manager may be against the absence of his employee to train other structural units	The position of a coach in a company should be prestigious. To do this, you need to develop a system of motivation for the coach. Qualitatively plan and regulate the load of the trainer, taking into account the functional load and understanding that in this mode the trainer needs more time to prepare training events. The management of the company should support the coach in every possible way
The leader works as a coach	Training takes place under a clear understanding of the manager himself, what knowledge and skills are necessary for specialists in their workplaces. No one will be blamed for the ineffectiveness of training activities. Both continuous evaluation of work results and progress in the learning process	Lack of time. Failure to carry out planned activities	Let the manager train his subordinates in general and mandatory knowledge and skills, and for the rest it is necessary to involve external trainers

When creating a training center, each company chooses its own method of selecting a trainer. How to make the best choice? When deciding to train their own specialist in the profession of a business coach, the HR director must carefully select the right candidate. Before teaching others, the future coach himself must undergo high-quality training (training for trainers), work under the guidance of a mentor, undergo an internship with a more experienced colleague (as a co-trainer).

O The main modules for the Training of Trainers program are shown in the table below.

Table 4. Thematic areas in the training of internal trainers

In order not to make a mistake with the choice of a coach for the company, it is necessary to carefully prepare for the search for a suitable candidate.

• - It is necessary to clearly define in advance the requirements that a corporate trainer must meet, to draw up his “ideal” profiles (of competencies and personality).
• - It is also necessary to determine the selection criteria.
• - It is necessary to evaluate all candidates according to the selected criteria.
• - It is necessary to compare the profiles of candidates with the “ideal” profile of a coach.

The main selection criteria are professionalism, striving for development, loyalty, willingness to share corporate values. But the most important condition, in my opinion, is that the coach must be a fan of his profession, have a great desire to train people.

The diagram below shows a learning model with employees of different structural divisions, taking into account the sequence of formation of any training project.

Scheme 3. Training model for employees of different structural divisions

In my opinion, there are no single recipes for “standardized training programs” for a company, since different business orientations of companies imply their own characteristics.

O However, it is possible to identify the most important elements that can be included in the set of start/standard training activities. The table below shows some of them.

Table 5. Standard training activities

Tutorials	Basic moments	Teaching method
Adaptation of new employees	Familiarization with the range of functional responsibilities, studying the organizational structure and methods of interaction within the company (the scheme of internal document flow, the hierarchical structure of the organization, the circle of officials with whom the employee will contact at work, and the scope of their professional responsibility). Also, the adaptation program should definitely include familiarization with the corporate culture of the company, the mission and strategic plans for the development of the company.	Trainings; seminars; working groups; distance learning
Professional programs for various positions	Organized training blocks containing a theoretical part, a practical training part in accordance with the position and tests to test knowledge	Trainings; seminars; distance learning
Business trainings of a general orientation	This block includes leadership training, team building, work on the development of managerial, communication skills, presentation skills, the ability to sell goods (products, services) and work in conflict or stressful situations, etc.	Trainings; seminars
Information base	Transfer of knowledge on regulatory documents, job descriptions, reference books, etc. This training block can be implemented by specialists from various departments (that is, not necessarily by internal trainers)	Distance learning; seminars; trainings

Training courses and programs should be formed in a modular way, using a different layout of training courses (face-to-face training combined with e-learning), which will significantly diversify the learning process, as well as effectively use the workload of staff.

At the end of the article, I would like to note that the creation of a training center is an effective tool for staff development and one of the most important components of a company's unified personnel management system.

Education is the basis of adaptation and development, in a broad sense, the basis of the survival of any system. In order for a company to defend its place in the market and succeed in tough competitive conditions, its employees at all hierarchical levels need to actively engage in self-education, learn from the experience of colleagues, and follow the innovative actions of market leaders.

The ALLO company operates in a high-tech field - it provides mobile communication services, therefore, from the very beginning of the company's existence, its leaders have seen the most important component of competitiveness in the training and advanced training of personnel.

Depending on regional characteristics, competition and the labor market, we used various training programs.

Initially, focusing on the training and additional training of top and middle managers, we attracted external trainers. But then they came to the conclusion that as part of the overall strategy of a company that positions itself as an expert salesperson in the latest industry, all staff need training. Three years ago, a curious incident occurred in the company: the secretary of the Board of Directors was ill, and a salesperson from one of the outlets was invited to replace her. The manager asked the girl to forward the call on her mobile phone. What was his surprise when a man who had worked as a mobile phone salesman for more than a year could not perform this simple operation! The question of the competence of the sales staff was raised at the highest level.

Own Training Center (TC) in the company "ALLO" was created by the personnel management service. The first step in this direction was the study of the real skill level of the performers. In the spring of 2004, the first certification of sales personnel was carried out: the level of knowledge of goods and services was determined. In order to be certified, sellers were required to independently study the materials provided. The results of the first certification were not encouraging: only 65% ​​of the employees who participated in it confirmed their qualifications. Regional differences in results showed which branches paid attention to staff training.

We took the initiative to create sales training for salespeople and prepared the first training program for the company. The results showed the high efficiency of staff training, so it was decided to train all employees of our company's retail stores in sales techniques. Since the ALLO chain of stores is represented in almost all cities of Ukraine, I had to start a "tour life".

In November 2004, a personnel development department was formed in the personnel management service. His staff included an employee who previously worked as a salesperson and has established herself as an excellent specialist. Her duties as an HR included:

• performance appraisal of sales personnel;
• development of methodological materials to prepare for certification of sellers;
• training of specialists to work at retail outlets;
• conducting exams.

When companies began to sell a new group of goods through the retail network (digital equipment - DH), it became necessary to retrain the staff. We have introduced a new position in the personnel development department - a training manager for working with digital heating. Previously, this employee worked as a salesperson, in addition, he was well versed in DH. He organized the training of retail outlets personnel, involving in this work, by agreement, specialists from manufacturing companies. He then prepared a seminar on DH and conducted it in regions where the level of DH sales was unsatisfactory. As a result of the training, salespeople were better able to communicate the benefits of this type of equipment to buyers, which ultimately led to increased sales.

Another interesting project of the CA is the development and implementation of new customer service standards in the retail network. In the standards, we have summarized the experience gained as a result of conducting a large number of sales trainings in the company's branches. The wide involvement of retail staff in the development of new standards greatly facilitated their implementation.

In May 2005, the training center of the ALLO company received its own premises as an experimental platform for HR work.

Sales Training System

In the recent past, before the creation of the CA, the main method of training salespeople at ALLO was mentoring. The system for recruiting and training retail outlet staff included several stages:

• selection of candidates for sales vacancies;
• education and training at the point of sale;
• internship;
• attestation.

Selection of candidates for sales vacancies. The recruitment manager was responsible for the selection of sellers, in some branches - the director of the branch.

Education and training at the point of sale. The apprentice salesperson was attached to a mentor (an experienced employee), and also received methodological materials for self-study. During the trial period (for three weeks), he got acquainted with the organization of work, with the range of goods, and developed sales skills. At the end of the probationary (student) period, the new employee passed an exam to the director of the group of branches (at the central office) and passed into the trainee category.

The work of the student is not paid, since his main task is training (the company bears the costs). The trainee begins to receive a salary when he is allowed to work independently and conduct sales (the company receives income).

Internship. After successfully passing the exam, the new employee - already as a trainee - returned to the point of sale and continued training at the workplace under the guidance of his mentor. The term of the internship is one to two months, depending on how the seller's qualifications improved. After the successful completion of this stage, the employee is assigned the third category of a non-food group sales assistant.

The trainee must have been trained - participated in sales training.

Certification. After six months of work as a salesperson, the employee passed the certification. In case of successful completion, he received the second category of a sales assistant of a non-food group of goods. A year after the assignment of the second category, the employee received the opportunity to pass certification for the first (highest) category of a sales assistant.

Until the time when the company's network consisted of 50 stores, the system for recruiting and training store personnel fully satisfied the needs of the company.

But this sales training system had a number of significant shortcomings, which began to hinder the development of the company:

• on-the-job training was not standardized (differed in branches);
• staff appointed as mentors had different qualifications; could not always give the student enough time;
• there was no general idea of ​​the required level of training of new employees (qualification standards);
• quite often there were organizational "inconsistencies" - a new employee took an exam before he could get the necessary knowledge at the training;
• in the process of training, no attention was paid to the formation of a sense of belonging to the company and the “team spirit”.

The company's management has set a strategic goal - to strengthen the competitive advantage associated with a high level of customer service. To achieve this goal, a qualitatively new approach to training sales personnel was needed. We have developed a standard corporate training program, as a result of which the shortcomings of the previous employee training system have been eliminated.

Goals and objectives of the Training Center:

• ensuring the processes of reorganization, growth of the company in a period of intensive development;
• accumulation of corporate knowledge (knowledge management, on the one hand, makes it difficult for competitors to copy successful experience, on the other hand, it reduces the company's dependence on specific employees - carriers of sales technology; reduces losses associated with their possible transfer to another job);
• increasing the profitability of the company due to the efficiency of its employees;
• creation and maintenance of a positive image of the company (including as an employer);
• development of corporate culture;
• development and implementation of a system of training and development of personnel;
• optimization of training costs and increasing the effectiveness of training programs

Creation of the Training Center

In order for the TC to start working, it was necessary to solve the following tasks:

• create the technical base of the training center in accordance with the planned number of students;
• develop new and adjust existing documents and procedures governing educational work;
• make an estimate of the initial investment required for the implementation of the project;
• calculate the budget of the TC;
• develop training programs for various categories of personnel;
• determine the required number of personnel of the training center, draw up a staffing table;
• transfer the TC to a seven-day work schedule per week.

New employees start working only after they have undergone the necessary training. This, on the one hand, guarantees the protection of the company from unprofessional actions of newcomers, on the other hand, it allows equipping young employees with knowledge and helps them quickly adapt to the team.

The first group of students started training on July 11 last year. The benefits of the new training system were immediately apparent.

The concept of training specialists proposed by us corresponded to the strategic goals of the company's development, all training programs were adapted to its needs. An integrated approach to employee training allows us to get competent specialists at the end; the learning process has become holistic.

The UC has five training programs in the following specialties:

1. Sales expert.
2. Store administrator.
3. Branch director.
4. Expert of the media centers of the company.
5. Service Center Receptionist.

In 2006, we plan to meet the needs of the ALLO company in trained employees through training according to our own programs ( rice. one). In addition to the basic training cycle, many of our employees have been trained under targeted programs, and all employees regularly improve their skills.

In the training center of the company "ALLO" in 2006

Most of the applications for training, of course, are given by the direction of retail trade, however, the task of the training center is to satisfy the need for training employees in all areas of the company's work. More and more applications come from managers and specialists of various departments for participation in specialized programs (now, for example, the topics “Service Management”, “Project Management” are relevant for us). We create new trainings both independently and with the help of external consultants.

The TC is involved in the creation of the company's intellectual property - we have developed a package of documentation that fully describes the educational process, including the concept, mission, goals, strategy, positioning; work plans; marketing research plans; organizational structure; job descriptions and motivation schemes; accounting forms and description of procedures, standards, requirements and approaches; contract templates; coordination of the branch's policies with the procedures of the parent company; methodical and information materials. We consider a set of courses and modern, well-equipped classrooms to be a significant achievement of the HR directorate of ALLO. This is the result of the great work of the employees of the personnel development department, embodied in real work to improve the skills of our employees.

As the training center develops, we plan to develop and implement a set of distance courses and appropriate software.

Currently, the staff of the personnel training department is small, and for teaching and coaching work we increasingly involve managers and specialists from various structural divisions of the company. Some of them have been trained as business coaches and have mastered active methods of teaching adults. The task of the personnel development department is also the high-quality training of trainers from among the company's employees.

Evaluation of the effectiveness of the training and development system

We distinguish four levels of performance evaluation training and development systems(COiR):

I. Evaluation of the effectiveness of training programs by participants, their leaders.

II. Assessment of learning outcomes: knowledge, skills and abilities; attitudes, personality traits.

III. Grade workplace behavior and performance .

IV. Evaluation of organizational learning effects (changes in corporate culture, psychological climate in the team, etc.).

Below is table, which indicates methods for assessing the effectiveness of training at each level.

Evaluation methods at different levels of SOiR

Assessment levels	Methods
I. Relationship level	Questionnaire Interviews with participants, managers and other stakeholders Getting feedback at the end of the training Informal evaluations of participants Study diaries Coaching report (subjective assessment by the coach)
II. Knowledge, skills and abilities (KUN)	Professional tests Practical tasks Situational diagnostic methods Expert assessment (interview, 360-degree method) during the assessment procedure of the exam Psychodiagnostic methods
III. Working Behavior	Surveillance at the workplace (hidden, open) Customer rating Evaluation of performance indicators: productivity, quality, customer complaints Peer review (given by the companies producing the products we sell) Critical incident method (analysis of behavior in extreme cases)
IV. Corporate level	Polls Interview Critical Incident Method

For practitioners, the most important assessments of learning effectiveness are Level III assessments. An employee may really like the training, he himself may know and be able to do a lot, but in practice do not apply his knowledge, be rude to customers, etc. At the same time, levels I, II and IV are a necessary prerequisite in order to ensure desired employee behavior in the workplace.

A detailed story about the creation of a training center in the company. How to understand if a training center is needed? Or can you do with the training department? Or is an internal coach sufficient? What structure is needed, and why is it the way it is? On what principles does the training center “work”? The stages of building an educational structure "from scratch" are considered on the example of a retail network.

Consultant, independent business coach. More than eight years of work with the retail format, experience as an external consultant in a consulting agency, experience as an internal trainer in retail networks, experience in managing a B2B sales department. Experience in conducting seminars, trainings, lectures on various topics - more than 400 projects. Knowledge of modern methods of management, training, personnel assessment in retail, experience in the formation of complex projects in these areas. Experience in describing business processes, building training systems, developing a personnel motivation system, project management.

Creating a training department within the company is now fashionable. Almost everyone has coaches on staff, and those who don’t are seriously considering getting them. The idea is great, it has many advantages, and in this article we will try to analyze the process of creating a training unit within the company, evaluate several formats, discuss their pros and risks.

What are the preconditions for setting up a training center?

The need to prepare employees for work themselves, the lack of “ready-made” specialists on the market.

Most often, this situation is typical for specialties related to sales (managers, sales representatives, salespeople), since there is no such specialty as a “salesperson”, no one prepares a school graduate to work as a sales manager.

At the moment, we are seeing a big gap between a person's education and the real needs of the labor market. The current generation of able-bodied people went on to higher education in the post-crisis years, and they studied for the credits, not for the skills. As a result, we have a huge number of people who do not work in their specialty, who did not need what they were taught. And this means that in the near future people who do not have the necessary skills in the profession will come to work with us. And in order for our business process to be effective, people need to be taught.

Development of needs in the implementation of employees.

At the same time, an interesting trend is observed in the market of applicants - people are quietly trying to realize themselves in work. Hooray! More and more young people go to work because they like the activity, more and more people want to see the meaning in work, and not just get paid. Work gradually ceases to be a means of survival (huh?), and becomes something else - for example, an opportunity for realization. What does this give the Jews? This means that the requirements for the place and organization of work among applicants are increasing. I personally know several hired specialists who choose their place of work according to the personality of the director, whether he is an adequate person. Perhaps soon the motivation “work or we'll kick you out” will begin to lose its effect, and people will need more subtle schemes. One of them is a streamlined learning process within the company. Because a new person needs to know what to sell (product courses), how to sell (sales) and why to do it (the starting ideology is welcom trainings).

The need to translate the experience of solving problems.

During its development, the company gains experience in solving various business problems: from how to issue an invoice to how best to build a branch structure. This experience is gained by the company's employees, it is stored in their head and the heads of their colleagues (usually 2-4 people). But employees of the company tend to leave / be transferred to another position / go for a promotion. At the same time, a new person who comes to the workplace is forced to again gain the same experience in solving the same problems. Waste your time and your money. Moreover, the larger the company, the greater these information losses. The function of educational structures, among other things, is the preservation and transmission of information, developed schemes to new employees.

The need for independence from employees.

Often in companies there is an effect of "dependence" on a good specialist. Usually this is an employee who is well versed in the company's product, a carrier of experience and knowledge. He pulls on himself many processes, it is impossible to replace him, since valuable knowledge will be lost, but he, realizing his importance, allows himself (usually different things ...)). The training department removes this dependence on specialists by developing product courses, systematizing and depersonalizing information.

Conclusion: if the described situations are observed in your company, the training structure is important and necessary.

What structure of the training unit do we need?

Let's define the format of the educational unit.

The criterion for changing these levels is the coverage of employees with training programs and the consistency and plannedness of building a structure.

By coverage, we mean the range of educational products implemented by the educational structure. Only sales technique? Or another company product? Or are there other leadership training programs? And the webinar system? And e-learning? What categories of employees do we train: front-staff (salespeople, managers)? Are there training programs for all key positions in the company? How wide is the range of learning formats (classroom-field-internet media)?

By planned and logical, we mean the depth of training planning and evaluation of results. Are there measurable learning objectives? A training plan for the year? structure budget? Formed methodological courses? Training quality monitoring system? Training support system (field mentoring - self-learning system - express briefings)? To what extent are the schemes of interaction between the training department and other structures of the company worked out?

The format of the educational structure, in my personal opinion, must be chosen based on two criteria: the needs and goals of the business within 3-5 years and the financial and organizational resources of the company. As always, the goals of the company and its tasks in the field of personnel are of paramount importance. To simplify, what competencies will employees need to solve the company's problems? How are things now? How many and what employees need to be trained?

Example 1 . A company of 300 people plans to increase its sales (turnover), has a constant turnover of sales staff and a lack of ready-made specialists in the market. In this case, the solution is a training department of 1-2 trainers, and a range of products for training - sales, product, field audit, mentoring and task setting for middle managers.

Example 2 . The federal company opens representative offices/shops in the regions. The total number of employees is more than 2000 people. The main goal is to prepare staff for effective work according to standards, to create a self-organized and efficient structure in each branch. Here, on the basis of the office, it is necessary to create a training center with a staff of trainers on the ground. The office team will have to develop the entire methodological base and work technology, and the field trainers will have to translate it. At the same time, the range of products: sales, product, field audit, personnel and trade structure management for managers; evaluation and motivation system.

Example 3 . A chain of stores with 90 employees. The task is to maintain a high standard of work with the buyer, to increase the average bill and revenue. Here, one internal trainer can quite cope, conducting products: sales and field audits, auditing the implementation of standards.

Conclusion: understand why you need a learning structure and how much are you willing to spend on it?

What are the principles for building a learning structure?

When developing a learning structure, the ideology, values ​​and thoughts that we put in the foundation are very important. Let's discuss the principles that seem important to me?

Business connection.

Any training in the company is started with one goal - to increase the efficiency of employees, and hence their results. For owners, most often financial. Therefore, it makes sense to define measurable learning outcomes and build motivation for trainers on them, link training programs to specific business needs, and integrate the training department into the management system. Does your head of training participate in company meetings? Does he attend strategic planning sessions?

measurability.

It is important to evaluate the results of the work of the educational department, it is very invigorating for both the department and the founders. Despite the fact that the results of training are not directly related to financial performance, nevertheless, theoretically speaking, the company should be more efficient from our training, and efficiency is a completely measurable concept.

The principle of subjective assessment of the quality of education.

How to do: To offer to fill out questionnaires for evaluating the course of study, to conduct interviews; enter the rating of coaches; create an online feedback system.

The principle of objective assessment of the quality of education.

How to do: Make a list of indicators of behavior that the employee should demonstrate after training; assess the degree of use by the case-studies method or the "mystery shopper" method; interview regular customers; collect analytics on business indicators.

Practicality.

Training should help people do their job either easier, or faster, or more accurately, or more efficiently. All skills curricula should be practice-oriented and built around the “master” principle. This is when the training course is written by the person who is really good at doing this operation. For example, a course on sales techniques should be drawn from the practical experience of real salespeople; and the course on management - from the experience of real leaders.

Versatility.

The experience of colleagues (thanks, Yana) and common sense tells us that coaches should be generalists in a reasonable sense. Previously, it was practiced to divide trainers into sales, product, and methodologists. Practice has shown that versatility has more advantages.

Firstly, the trainer’s brain “stops thinking” from concentrating on the same products, phrases and techniques, professional burnout becomes closer. Secondly, the possibility of replacing specialists with universality is obvious. Thirdly, for the trainer, the key factor is the opportunity to gain experience in the field, and for group members, it is important to integrate all topics into a single semantic context. Therefore, the ideal option is when the same person teaches you first about the product, then how to sell this product, then goes with you to the field.

Consistency.

The training system, like any system, is built on the principle of a cycle: analysis-planning - actions - analysis. Almost all training cycles are built on the same principle: goals - how do we achieve goals - what do we teach - evaluate the level now - conduct training - evaluate the level later - draw conclusions. This cycle is observed in sales training, rarely observed in product training, and only occasionally in management skills training. And when I attended external courses, I didn’t see such an approach at all. Although I believe it exists.

How to do: Set goals for SMART, set tasks, determine methods and ways to solve these problems in the form of a curriculum, calculate upcoming expenses, determine the units of measurement of the result, set deadlines for implementation, evaluate the results.

Development.

The main tool of coaches is still the intellect. And the ability to think and produce new products, ideas needs to be developed and nourished. The training department should learn on its own, using external or internal resources, there should be formats for group discussions and meetings, the opportunity to think and storm.

How to do: create a training schedule for trainers; develop creative Fridays for trainers; to introduce the regime of methodical planning meetings; create a format for public reports on trainings; expand the product portfolio of trainers.

The principle of maintaining skills.

We all know that learning outcomes need to be maintained and that a series of classroom trainings has never saved anyone. It is important to understand that support can be arranged in the short and long term. In an operational way, when planning a training cycle, you can immediately plan a system of regular supportive post-training sessions, consisting of regular 1.5-2-hour seminars or informal discussions. In the long term - to use a system for assessing and motivating personnel, to form projects for a personnel reserve, innovative tasks for project teams.

Publicity.

Since training is a good event that greatly influences the inner spirit, atmosphere, loyalty and many other factors, it is necessary to take care of the publicity of this process. We need to make learning within the company fashionable, honorable, effective, so that we have tools for broadcasting information and learning outcomes.

How to do: Publish articles and documents on the Intranet about the application of the skills to be taught; organize a training section on the Intranet and post success stories; include learning outcomes in monthly reports; inform direct supervisors about the results of training of their employees; use an internal mailing list or newspaper to post training schedules; use legends “he learned and is now CEO” within the company.

Accumulation of knowledge.

Everything that the training department produces is unique and valuable information content. Once developed, the program allows you to train a bunch of employees even after the dismissal of the coach. The created rules, technologies, algorithms must be independent of the trainer's personalities and permanently kept in the company.

How to do: Place all training materials in the appropriate section of the Intranet or on the internal website of the training center; create a resource on the server's public access; introduce a rule for describing each new process; implement a method of updating information quarterly.

Conclusion: the stage of planning and developing the concept of the educational structure is key for this project, so it should be given maximum attention. Just at this stage, it becomes clear how much it costs to create an educational structure

What steps need to be taken when designing a learning department?

I propose to consider the stages of building an educational structure, in this case, the training department, "from scratch" on the basis of a retail network.

The principles underlying:

The principle of synergy - an integrated approach is planned: classroom training and field mentoring.

Topics of study: sales training for beginner and advanced levels; welcom training for new employees; company product seminars.

Integration of the training system into the company's business processes by linking the learning outcomes with the process of evaluating and stimulating employees of the sales structure.

Trainers are generalists providing sales and product training.

Cycle of training: audit before and after training, field mentoring as post-training.

Project scheme:

Description of the project tasks:

Audit of the current situation and business needs.

At this stage, it is important to understand at what level the professional competencies of current employees are developed. It is also important to evaluate the current financial or numerical criteria for the performance of employees at the current level. This data will help us plan the project and set training targets.

For example, under given conditions, as an analysis of the current level of competencies, you can use the method of open observation of the test group (10% of the team) according to "extreme values" (the best and weakest in terms of sales results). Questionnaires can be used to diagnose product ownership. And as performance criteria to analyze such values ​​as: turnover (conditionally); average check, pieces per check; the ratio of sales to traffic; % according to checklists; product group turnover or % of collection sales.

Analysis and discussion of the department concept

This is a key step in the work. We are finalizing the vision of the educational structure. To do this, we need to answer the following questions:

• What tasks will the structure implement? What goals are we ready to set for the coming year? What results are we waiting for? Why do we need them?

  Who will we teach? What? With what frequency? How will we evaluate the results?

  How will the training system correlate with other HR processes? Training and selection? Training and adaptation? Training and evaluation? Motivation? At what point is the training service connected, what training products are needed for this?

  What will be the organizational structure of the department? Department size? Areas of responsibility of department employees? A system for assessing and motivating coaches?

  How will we implement the main processes: developing courses, gathering groups, printing materials, storing information, broadcasting information?

Development of work technology, methodology of the educational department.

At this stage, we need to form an organizational, functional and methodological base. For this you need:

• Form a system of goals and objectives of the training department

  Form an organizational structure, staffing, job responsibilities, payroll for employees of the training department

  Create a job profile for the training department

  Form a system of target indicators for employees of the training department

  Form an assessment system for employees of the training department

  Create a pay structure for training department employees

  Form the technology of adaptation of employees of the training department

  Prepare the material and technical base of the training department

  Develop the necessary training programs (methodological materials, scripts, handouts)

  Develop diagnostic assessment tools for courses (tests, observation questionnaires) and methods for their application

Develop technologies for the work of the training department:

technology of formation of study groups

technology of organizing and conducting training

technology for assessing learning outcomes

CA reporting

structure of interaction with related departments

regulations for the formation of curricula and programs

Training of specialists of the training center.

At this stage, our main task is to recruit and train employees of the training department

• Staff the training department

  Conduct training of trainers on methodological courses and field mentoring technology

  Supervise the work of trainers in conducting training courses and field mentoring

  Conduct training for trainers on the internal technologies of the TC