training & development in smes

8/8/2019 Training & Development in SMEs

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Training & Development In

SMEs

By SwatiMBA 3rd Semester


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Index

Addressing SME internal barriers and obstacles for training 1.1 Solutions for organisational problems and barriers.

1.2. Financial means and resources for training

1.3. HR and skills development policy

1.4. Perceptions of training needs by workers and managers

1.5. Resource pooling and SME cooperation in training and competence

development

Implementing suitable methods and techniques of training 2.1. Training methods addressing specific needs of SMEs

2.2. Training and competence development for managerial staff andentrepreneurs

2.3. Validation of informal skills and competence Addressing current and structural challenges of competence

development 3.1. Competence development in the context of demographic change.

3.2. Retaining workers and making SMEs more attractive to young people

3.3. Competence development in the context of internationalisation

3.4. Improving and addressing gender equality and opportunities for women


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A. Addressing SME internal

barriersand obstacles fortraining.


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A.1 Solutions for

organisational problems and

barriers

I only have three workers. How do you

want me to send two of them to a

training centre?!


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Solutions for organisational

problems and barriers

Avoiding Pitfalls Orientation towards real needs

Direct links

Concentrating & partnership


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A.2 Financial means and

resources for training

Even if I would, I cannot afford the cost oftraining


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Financial means and

resources for training

Measures should be based on overall needassessment

Simplicity, flexibility & adaptability

Covering of trainees wages

Vouchers can provide good awareness oftraining opportunities


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A.3 HR and skills

development policy

Do I have any idea of how employment will

look like in my company in one year? Not

at all! You know how it works in SMEs


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HR and skills development

policy

Increase managerial capacity to innovate in

relation to change Human resources & skills development policy

preconditions; the development of new roles

and new internal functions

Public authorities, chambers, professional

organizations & social partner federations


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HR and skills development

policy (cont)

Active learning pedagogy & orientation, the

commitment of the employer for lifelong

learning & integration in all parts of thebusiness

Relationships with organization in the field oftraining, HR & workforce development


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A.4 Perception of training

needs by workers and

managers

I have been doing this work for 20 years! Idont need to be trained


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A.4 Perception of training

needs by workers and

managers

Increase information of training

opportunities through dialogue Role of guidance

A simple, adaptable & accessible definition

of competencies Embedded in measures & programs of

support at local, regional & national level.


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A.5 Resource pooling and SME

cooperation in

training and competencedevelopment

Together we can


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Resource pooling & SME

cooperation in

training & competencedevelopment

Role of the coordinator is crucial Successful cooperation is build on concrete

programmes & the result expected

Network effects Assessing results is important


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B. Implementing suitablemethods and

techniques of training


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B.1 Training methods

addressing specific needs of

SMEs

Training should be tailor-made! We havevery specific needs in terms of training,

we need something special


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Training methods addressing

specific needs of

SMEs

Tailor-made solutions exist the crucial taskis to identify them

Training methods must follow needs,

objectives and expected results

Active participation of the entrepreneurs/

managers as well as motivation of workers


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Training methods addressing

specific needs of

SMEs (cont)

Adapt the working times and the workingspace

Realistic examples and experiments


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B.2 Training and competence

development for

managerial staff andentrepreneurs

I had to learn the job of manager on myown...


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Training and competence

development for

managerial staff & entrepreneurs

Training schemes for entrepreneurs &

managers

Financial incentives & specific

accompaniment Technical quality of the training

Lifelong perspective


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B.3 Validation of informal

skills and competence

My competence and skills are notacknowledged


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Validation of informal

skills and competence

Validation and recognition of informal

learning correspond to a real need Validation practice has to be embedded in a

larger environment of objectives,

orientations and strategies

Enabling and supportive environments in

place at EU, national, sector and

occupational levels


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C. Addressingcurrentandstructuralchallenges of

competencedevelopment


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C.1 Competence development in

the context of

demographic change

Our workforce is greying...


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Competence development in the

context of

demographic change

Change of attitude

Avoiding stigmatisation

Social partner organisations and other key

actors outside the companies

Many innovative and practical instruments

Age management


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context of

demographic change (cont)

Age management and/or training measuresshould not be regarded as isolated issues, or

mere social policy activities but as ways of

generating added value for the company The testimonials of SME managers


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C.2 Retaining workers and making

SMEs more

attractive to young andqualified people

Its harder and harder to attract the

qualified young people in SMEs!


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Retaining workers and making

SMEs more

attractive to young andqualified people

Communicating about the opportunities in SMEs

Social dialogue on working conditions

Training targeting sectors with recruitment

difficulties

Implementing anticipation of skills andcompetences at the company level


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Retaining workers and making

SMEs more

attractive to young andqualified people (cont)

Adapt the content of continuous training toyounger workers needs.

Implementing anticipation of skills and

competences at the company level


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C.3 Competence development in

the context of

internationalisation

We might have a chance abroad, but


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context of

internationalisation Competence development in the context of

internationalisation and globalisation is not

a general objective of its own or a universaltask of all types of SMEs

Anticipation of change should be a

permanent concern

Adaptation should lead to a clear analysis of

training needs, in conjunction with the

strategy of the company


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context of

internationalisation

Adaptation should lead to a clear analysis oftraining needs, in conjunction with the

strategy of the company

Thinking of new forms & non-conventionalforms of learning


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C.4 Improving and addressing

gender equalityand opportunities for women

A girl selling a car or driving a digger?!...


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Improving and addressing gender

equality

and opportunities for women

An approach that does not make actors feelguilty

Use of auto-diagnosis tools

The co-organisation, by public actors and

training providers, of training in the field of

human resources and management

Equality of access


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Conclusion

Anticipation

Social dialogue

Assessment Collective approach

Guidance and accompaniment

Opportunities


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References

Books :

Human Resource Management by K Aswathappa

Business Environment by Francis Cherunilam

Web :

www.google.co.in

ec.europa.eu


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