In the current panorama of companies, one of the great challenges for HR departments is to improve their training policy. If an annual balance is made of the training that has been given during the year and those that have been requested by employees, it is easy that not even 20 % of the activities have been developed.
Change of perspective: spending vs. achievement
One of the reasons this is so is that the budgets approved for HR departments are usually limited and the tendency of companies is to see training as an expense rather than a benefit for the workers who receive it. Thus, the tendency of many companies is to comply with the minimum training required by legislation and the promotion of other free training provided by some institutions.
This results in the company's training policy ending up not being coherent with its culture and objectives. The only way to change this is to carry out an analysis of the company's priorities and the value that training provides for employees and for the company's own strategy.
On the other hand, to improve training planning internally within the HR department, the following scheme could follow to determine if there is really a need:
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- Origin of the need: explanation of why the need exists and the problems that failure to do so causes in regular work.
- Tangible benefits what the completion of the training would entail.
- Training objectives.
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- Temporality: Indicate on the calendar when it would be most ideal to do so.
- Level.
- Approximate cost.
- Investment in time (approximate).
From there, the HR department could carry out an effective preparation of the training policy scheduled in time and with an approximate and real estimate of the budget necessary to carry it out to materialize it during the year and so that it does not remain in the challenges new year that never ends.
