home Magazine Functions of a specialist in training and development of personnel. Training of company employees: examples and typical mistakes

Functions of a specialist in training and development of personnel. Training of company employees: examples and typical mistakes

Job Responsibilities: Organizes professional education workers and advanced training of managers and specialists (training, retraining and advanced training of workers in production, in secondary vocational schools, economic studies, practical training of students and young professionals during their internship, as well as industrial practice students and pupils). Based on the needs of the enterprise in qualified personnel and taking into account the requirements market economy develops projects of long-term and current plans for personnel training, advanced training and skills of employees with the necessary justifications and calculations. Establishes contacts with educational institutions, draws up contracts for training, retraining and advanced training of employees of the enterprise. Draws up schedules for sending executives and specialists to educational institutions for advanced training in accordance with concluded agreements, monitors their implementation. Takes part in the work vocational guidance youth, as well as in the development of educational and methodological documentation ( curricula and professional development programs, manuals and recommendations, class schedules for study groups, etc.). Carries out management of educational and methodological work on all types and forms of training and advanced training of personnel in production. Selects the staff of teachers and instructors from among specialists and highly qualified workers with their subsequent approval in in due course, completes study groups. Controls the regularity and quality of the classes, the progress of students, compliance with the terms of training, the implementation of curricula and programs, the correctness of maintaining the established documentation. Performs work to ensure the educational process necessary methodical literature, as well as equipping educational and methodological rooms with equipment, technical means training, inventory, visual aids, as well as implementation in educational process automated means and modern active learning methods. Participates in conducting final classes, exams, qualification tests, competitions professional excellence workers. Organizes lectures and reports, holding seminars and consultations in order to improve the level of professional training of mentors, teachers and instructors. Prepares employment contracts (contracts) with teachers and instructors, prepares cost estimates for training and advanced training of personnel, remuneration for training personnel and management field trip controls the correct use of funds for these purposes. Participates in monitoring the attendance of classes and the performance of employees studying at courses and in educational institutions on the job, training and advanced training of specialists in the system of secondary and higher vocational education, as well as institutes and advanced training courses. He takes part in organizing the work of qualification commissions and the educational and methodological council of the enterprise for the vocational training of workers in production, the implementation of their decisions, the development of measures that contribute to the growth of labor productivity by improving the qualifications and skills of workers. Constantly improves the forms and methods of vocational training and advanced training of personnel in production, generalizes and disseminates best practices in this area. Analyzes the qualitative indicators of learning outcomes and its effectiveness (changes in the professional and qualification and position composition of workers and employees, growth in labor productivity, wages etc.), maintains established reporting.

Must know:legislative and regulatory legal acts, teaching materials on issues of training and advanced training of personnel in production; structure and staff of the enterprise, profile, specialization and prospects for its development; personnel policy and strategy of the enterprise; main technological processes production of the company's products; forms, types and methods of vocational training; the procedure for developing plans for training, retraining and advanced training of personnel, curricula and programs, other educational and methodological documentation; the procedure for drawing up contracts with educational institutions; the procedure for compiling cost estimates for training and advanced training of personnel and registration employment contracts(contracts) with teachers and instructors; progressive forms, methods and means of education; the procedure for financing training costs; organization of work on vocational guidance and vocational selection; system of remuneration of teachers and instructors; the procedure for keeping records and reporting on the training and advanced training of personnel; fundamentals of pedagogy, sociology and psychology; fundamentals of economics, organization of production, labor and management; labor law; labor protection rules and regulations.

Qualification Requirements. Category I personnel training engineer: higher professional (technical or engineering and economic) education and work experience as a category II personnel training engineer for at least 3 years. Personnel training engineer of the II category: higher professional (technical or engineering and economic) education and work experience in the position of a personnel training engineer or other engineering and technical positions filled by specialists with higher vocational education, not less than 3 years. Personnel training engineer: higher professional (technical or engineering and economic) education without presenting requirements for work experience or secondary vocational (technical or engineering and economic) education and at least 3 years of work experience as a technician of category I for at least 3 years or other positions filled by specialists with secondary vocational education, not less than 5 years.

is a purposeful, organized, planned and systematic process of mastering knowledge, skills and ways of communication under the guidance of experienced teachers, mentors, specialists and leaders.

Under favorable circumstances, staff training has an important dual function of making the best use of the worker and motivating him.

Importance continuing education confirm the following key factors:

Implementation new technology, technology, production modern goods, the growth of communication capabilities;
The world is turning into a market high level competition between countries. Countries with modern system engineering labor and continuing education programs are leading the way in this competition;
Continuous and rapid changes in technology and informatics require continuous staff training;
It is more efficient and cost-effective for a firm to increase the value of existing employees through continuous training than to attract new employees.

Learning objectives from the point of view of the employer and the specialist himself are significantly different.

The purpose of training from the point of view of the employer:

organization and formation of management personnel;
mastering the ability to identify, understand and solve problems;
personnel reproduction;
staff integration;
flexible staff formation;
adaptation;
introduction of innovations.

Goals of continuing education from the position of an employee:

maintaining at an appropriate level and improving professional qualifications;
acquisition of professional knowledge outside the sphere of professional activity;
acquisition of professional knowledge about suppliers and consumers of products, banks and other organizations that affect the work of the company;
development of abilities in the field of planning and organization of production.

Assessment of training needs

Planning training programs — component general planning along with the calculation of staffing requirements, drawing up recruitment plans, .

Types of staff training

Differ three types of training: training, advanced training and retraining of personnel.

Staff training– systematic and organized training and release of qualified personnel for all areas human activity who own a set of special knowledge, abilities, skills and ways of communication.

Staff development— training of personnel in order to improve knowledge, skills and ways of communication in connection with the growth of requirements for the profession or promotion.

Staff retraining- training of personnel in order to master new knowledge, skills, abilities and ways of communication in connection with mastering new profession or changing requirements for the content and results of work.

Patriotic and Foreign experience worked out three concepts for training qualified personnel:

The concept of specialized training, focused on today or the near future and relevant to the relevant workplace. Such training is effective for a relatively short period of time, but from the point of view of the employee, it contributes to the preservation workplace and enhances self-esteem.
The concept of multidisciplinary learning is effective from an economic point of view, as it increases the intra-production and non-production mobility of the worker. However, the latter circumstance represents a known risk for the organization where the employee works, since he has a choice and is therefore less tied to the appropriate workplace.
The concept of personality-centered learning, aims to develop human qualities laid down by nature or acquired in practice. This concept applies, first of all, to people who have a tendency to scientific research and having the talent of a leader, teacher, etc.

The subject of training are:

knowledge– obtaining theoretical, methodological and practical knowledge, necessary for the employee to perform their duties in the workplace;
skills- the ability to perform the duties assigned to the employee at a particular workplace;
skills — high degree the ability to apply the acquired knowledge in practice, the skills imply such a measure of mastering the work when conscious self-control is developed;
ways of communication(behavior), the form of life of the individual - a set of actions and actions of the individual in the process of communicating with the surrounding reality, the development of the nature of behavior that meets the requirements of the workplace, social relations, communication skills.

Types and methods of personnel training

How training will take place - on the job or on the job - is determined mainly by what training methods will be used.

On-the-job training carried out in a normal working environment: the trainee uses real work tools, equipment, documentation or materials that he will use after the completion of the training course. At the same time, the trained worker is considered as a partially productive worker.

Off-the-job training takes place outside the workplace, usually using specially simplified training tools and equipment. A trained worker is not considered a productive unit from the moment the training begins, his work begins with the implementation of exercises. Off-the-job training may take place at the employer's premises, at a training center attended by employees from several different companies, or at a college.

Methods for training personnel in the workplace

	Teaching methods
	Directed Experience Gaining	Systematic planning of on-the-job training, the basis for planning is an individual vocational training plan that sets out the learning objectives
	Production briefing	General information, introduction to the specialty, adaptation, familiarization of the student with the new working environment
	Job change (rotation)	Gaining knowledge and gaining experience as a result of a systematic change of workplace. As a result, for a certain period of time, an idea is created about the versatility of activities and production tasks (special programs for the young generation of specialists)
	Use of employees as assistants, trainees	Training and familiarization of the employee with the problems of a higher and qualitatively different order of tasks while at the same time taking on a certain share of responsibility
	Mentoring	Collaboration between mentor and learner, where the mentor provides continuous, impartial feedback and periodically checks the level of performance of the work of mentors. The application of the method is effective in cases where something goes wrong or someone does something wrong and there is a need to correct this state of affairs. The method can be practiced as a systematic
	Preparation in design	Collaboration carried out for educational purposes in project teams created in the enterprise to develop large, time-limited tasks

Some forms of training are only possible in the workplace, such as rotation of operations, coaching (tutoring) and training in types of work that are rarely required during production process, and therefore there is no need to specifically teach the skills of their implementation off-the-job. On the contrary, theoretical training can hardly be carried out effectively in working conditions; the student must attend college, and this is training with a separation from the main place of work.

Professional learning outside the workplace are intended primarily for obtaining theoretical knowledge and for teaching the ability to behave in accordance with the requirements of the production environment.

Methods for training personnel outside the workplace

	Teaching methods	Characteristic features of the method
	Lectures	Passive teaching method, used to present theoretical and methodological knowledge, practical experience
	Programmed training courses	More active learning method, effective for gaining theoretical knowledge
	Conferences, seminars, talks round table”, excursions, discussions, meetings with management	Active learning method, participation in discussions develops logical thinking and develops ways of behavior in various situations
	The method of training management personnel, based on the independent solution of specific problems from industrial practice	Modeling an organizational problem that the participants (listeners) of the group must solve. Allows you to combine theoretical knowledge and practical skills, provides for information processing, constructive-critical thinking, development of creativity in decision-making processes
	business games	Learning how to behave in various production situations, when negotiating, and role holders must develop alternative points of view
		Daily training in which one instructs or coaches another in the basics of his activities through intensive teaching, demonstration and practical work in order to improve the efficiency of activities
	Selfeducation	The simplest type of training, which does not require an instructor, a special room, or certain time: the student learns there, then and in the way that is convenient for him, but this requires the consciousness and desire of the student himself to acquire new knowledge
	Solution Methods production and economic problems with models	Modeling of processes occurring at competing enterprises. Students distribute among themselves the roles of fictitious organizations competing with each other. With the help of input data, trainees should make appropriate decisions for several stages of the production of a product or service (production, marketing, financing, personnel matters etc.)
	Quality circle "instead of studying", working group	Young professionals develop specific solutions on the problems of organization management, having united in working groups. The proposals developed in the working groups are transferred to the management of the organization, which considers the proposals, makes decisions on them and informs working group on acceptance or rejection of its proposals

In addition to on-the-job and off-the-job training, a combination of both is possible. These forms of education include:

experiential or experiential learning - learning by independent work, but in some logical order;
demonstration and practice under guidance- the trainer shows the trainee how to do it, then the trainer gives the employee the opportunity to do it himself, but under his guidance;
programmed learning- a book or machine that "leads" the reader and periodically tests his knowledge by asking questions;
computer-assisted learning- actually programmed learning by interacting with a computer, using the Internet;
action learning- learning by doing, for example, participating with others in the development of a project or group task, or working as a "second team" of another unit.

The training of qualified personnel is effective if the costs associated with it are lower than the costs to the organization of increasing labor productivity due to other factors or the costs associated with recruiting errors. work force. Since the definition of results achieved through the training of qualified personnel is fraught with certain difficulties, there is economic efficiency learning in the form of cost savings that can be accurately calculated. The training of qualified personnel affects important factors social efficiency. Improving professional skills has a positive impact on job security, promotion opportunities, expansion foreign market labor, on the size of the organization's income, on self-esteem and opportunities for self-realization.

Assessment of staff training

By calculating the costs of training and comparing them with the financial benefits to the company from the work of a trained employee, testing the effectiveness of training can be extended to its evaluation. At the same time, the simplicity and accuracy of the assessment vary greatly:

the cost of on-the-job training is much easier to estimate than the cost of on-the-job training;
the financial benefits of training are much easier to calculate if we are talking about physical, and not about mental labor;
it is easy enough to estimate the costs of inadequate training, such as the cost of scrap, damaged source materials, customer complaints, overtime to correct errors;
the benefits of learning go beyond mere performance improvement;

Significant difficulties can arise when trying to evaluate these benefits in financial terms.

I. General provisions.

Purpose of the position.

Meeting the needs of the company in qualified personnel. Training.

Procedure for appointment and dismissal.

A personnel training specialist is appointed to a position and dismissed by order of the General Director (chief executive) of the company.

Subordination.

The personnel training specialist reports to the General Director (the first head of the company).

Its activities are guided by:

· Corporate Code

· This job description

· labor contract

· Commitment to non-disclosure of trade secrets

・Orders of the management

Labor efficiency criteria:

· Timely and quality performance official duties,

provided for in this job description

· Achievement of set goals

II a. Job responsibilities:

Functions

Main functions

1.1 Methodological support, organization and conduct of regular work in the following areas:

Psychodiagnostics professionally - important qualities, personal characteristics, analysis of the psychophysiological state of employees.

Formation and development necessary qualities employees in the process of conducting trainings, seminars, etc.

· Psychological counseling of employees on professional use and development of individual abilities.

Socio-psychological study, analysis of the collective and individual activities employees.

1.2 Assistance to heads of areas and facilities in solving social and psychological problems team development:

Studying the causes of conflicts

1.3 Development and implementation of trainings for ordinary personnel of the company:

1.4 Work on the selection, formation of a reserve of personnel:

Testing professional and personal qualities candidates

Formation and development of necessary professionally important qualities.

· Conducting training activities: organization of trainings, seminars, etc.

1.5 Assistance to heads of departments and branches in solving social and psychological problems of team development:

Studying the causes of conflicts.

Prevention and resolution of conflict situations

· Consultations on the style of activity of specialists

1.6 Analysis of the causes of staff turnover, preparation of proposals for taking measures to facilitate the adaptation of new employees, development and implementation of adaptation programs.

1.7 Ensuring regular reporting to management on the work performed, compiling archives and forming a computer data bank based on the results of psychological research.

1.8 Planning professional activities for the year and quarter.

1.9 Professional Compliance - ethical standards personnel manager, maintaining personal secrets when reporting the results of individual psychological studies.

Additional functions

1. Performing socially - psychological work at the direction of management.

2. Ergonometric consulting and preparation of recommendations on the organization of workplaces and working conditions for various categories workers.

II b. Must know:

1. Psychological methods that provide diagnostics of personality traits.

2. Principles of building and conducting training, certification, adaptation activities.

3. Methods for processing the received data.

4. Basics of working with a PC.

2nd century Should be able to:

1. Develop and conduct training, certification, consultation.

2. Prevent and optimally resolve conflict situations.

3. Analyze the causes of staff turnover.

4. Make work plans for the year, quarter.

III. Rights.

The personnel training specialist has the right to:

1. Get acquainted with the draft decisions of the organization's management regarding the activities of the HR department.

2. To attend meetings, meetings of the organization (structural unit) on the activities of the organization (structural unit). Participate in the discussion of issues related to the duties performed.

3. Submit proposals to the head of the organization to improve the activities of the structural unit, options for eliminating the shortcomings in the activities of the organization.

4. Interact with employees of all structural divisions.

5. Request personally or on behalf of the head of the organization from other structural units information and documents necessary for the performance of his official duties.

6. Involve specialists from all structural divisions in solving the tasks assigned to the structural division (if it is provided for by the regulations on structural divisions, if not, then with the permission of the head of the organization).

7. Require the head of the structural unit to assist in the performance of the duties assigned to him, and in the exercise of the rights provided for in this job description.

8. Act on behalf of the structural unit and represent its interests in relations with other structural units of the organization within its competence.

IV. Responsibility.

The training officer is responsible for.

Type sample

I approve
Deputy General
HR director
joint-stock company
________________________
JSC name
"_____"______________ G.

Job description
professional development department specialist

1. General Provisions

1.1. The specialist of the department of professional development of personnel reports directly to the head of the department.
1.2. The specialist of the personnel professional development department is appointed and dismissed from his position by the general director on the proposal of the deputy CEO by staff.

2. Job responsibilities

2.1. In accordance with the Personnel Development Program and the requests of the heads of structural divisions, he is responsible for organizing various forms training of the Company's employees:
- initial vocational training of workers;
- retraining of workers;
- training for second and related professions;
- refresher courses, organization of in-company training for managers, specialists and employees;
- training of the Company's employees during their internship period.
2.2. Prepares monthly reports on training and professional development of personnel.
2.3. Develops instructions and regulations(regulations, instructions, rules) for the professional development of personnel within its competence.
2.4. Interacts with specialized primary, secondary and higher professional educational institutions on personnel selection, is responsible for organizing work experience for students of specialized educational institutions.
2.5. Establishes contacts with educational institutions, draws up contracts for training, retraining and advanced training of the Company's employees.
2.6. Forms educational and methodological base for industrial training at the enterprise ( study guides, learning programs, exam tickets).
2.7. Organizes work on the professional orientation of young people, develops educational and methodological documentation (educational and thematic plans, manuals and recommendations, timetables for study groups).
2.8. Organizes and controls the work of qualification commissions, maintains documentation in accordance with training standards in the quality management system.
2.9. Organizes and implements activities that promote the selection and professional development of personnel (attestation, rotation, internships, competitive selection, etc.), within its competence.
2.10. Develops working material (questionnaires, tests) and forms a methodological basis for conducting sociological research.
2.11. Makes up the business characteristics of employees with recommendations for the most optimal use of the professional capabilities of the individual, taking into account the prospects for his professional development.
2.12. Participates in the implementation of measures for the production adaptation of newly hired employees of the Company.
2.13. Analyzes the causes of employee turnover.
2.14. Complies with the requirements of the Company's instructive documents for work on personal computers.
2.15. Engaged in self-education according to a personal plan.

3. Must know

3.1. Current legislation and local regulatory documents of the Company regarding the work of the department.
3.2. organizational structure Society, profile, specialization and prospects for its development.
3.3. Fundamentals of the scientific organization of labor, pedagogy, sociology, psychology.
3.4. Ethics of business communication.
3.5. Personal computer and office equipment as part of job duties, have the skills to work on them.

4.1. Submit proposals for the improvement of the work related to the duties provided for in this job description for consideration by the head of the department.
4.2. Inform the immediate supervisor of all shortcomings in the activities of the Company, its structural divisions identified in the course of the performance of their duties and make proposals for their elimination.
4.3. To request personally or on behalf of the head of the department from the heads and specialists of the structural divisions of the Company information, documents necessary for the performance of their duties.

5. Responsibility

The specialist of the department of professional development of personnel is responsible for:
for the quality and timeliness of the performance of the duties assigned to him by this job description;
for compliance with the requirements of the Company's instructive documents for work on personal computers.

6. Qualification requirements

6.1. Persons with higher education(preferably a sociologist, psychologist).

Familiarized with the instructions:
Specialist of the department of professional development of personnel ______________
FULL NAME.
Developer:
Head of the Department of Professional Development of Personnel _______________
FULL NAME.

What's Included official duties specialist in personnel training, what are the requirements of the professional standard of a specialist in training and development of personnel - about this in the materials of the article!

From the article you will learn:

What tasks does the professional standard of a personnel training specialist solve?

A specialist in training and development of personnel solves the primary task facing the organization. First of all, enterprises strive to strengthen their positions in the market and expand their business. Human resources are considered the most important and promising investments.

Download related documents:

The training program for HR specialists was not finalized. There was no single document that would fix the requirements for the knowledge and skills of such specialists involved in the training and development of personnel. In modern realities, the demand for such personnel is growing. Most companies are specifically engaged in the training of employees who will be entrusted with the training and development of personnel in the future.

The need to develop common standards is long overdue. The professional standard of a specialist in training and development of personnel after the final review and approval is required to be applied by employers and educational institutions who train such specialists.

Read on the topic in the e-zine

It should be borne in mind that a staff training specialist is not a teacher in the truest sense of the word. The activity has a directed specificity, but is not regulated within the strict framework of special programs in compliance with strict norms and requirements.

Powers of a specialist in organizing staff training in accordance with the professional standard

HR professionals organize training.

In addition, in accordance with the professional standard, employees of the specified level are engaged in:

ensuring control current activities personnel in the field of training, retraining;
execution of the allocated budget of the enterprise, intended for education, training, retraining of personnel;
management of contractual activities in these areas;
responsibility for the consistency of curricula with the work schedule;
preparation of appropriate programs, taking into account the level of initial training of employees;
strategic planning;
ensuring certification, re-certification in order to timely identify personnel in need of training or retraining.

What is the job responsibilities of a training and development specialist

Job responsibilities of a personnel training specialist include functions for methodological support, organizing and conducting regular work in the following areas:

psychodiagnostics of personal characteristics, professionally important qualities and psychophysiological state of working personnel;
the formation and development of the appropriate qualities that are necessary for employees, for this purpose trainings, seminars, etc. are held;
psychological counseling workers for professional use, development individual abilities;
socio-psychological study, analysis of the collective, individual activities of specialists at all levels;
assisting the leaders of all directions and created objects in the sphere of solving social or psychological problems in the development of the team. In these areas, the causes of conflicts are being studied. Techniques are being developed to help prevent and resolve conflict situations. Consultations are held on management style and provision efficient operation specialists;
developing and conducting training sessions for ordinary employees of the company;
work on the formation personnel reserve recruitment of personnel with relevant work experience;
personality testing, professional qualities candidates for vacant positions;
training with the organization of trainings, seminars, other events that help solve certain issues;
assisting the direct managers of branches or departments in solving psychological and social problems staff development;
consulting on the style of the team;
conducting an analysis of staff turnover, preparing proposals for taking appropriate measures that will help successfully adapt, development and implementation of adaptation programs;
regular reporting, which is provided for the month, quarter, half year and year;
maintaining professional and ethnic management standards, maintaining personal secrets based on the results of psychological individual studies.

The additional functions of a specialist in training and development of personnel include socio-psychological work, which is organized according to individual tasks of the management. Ergonometric consulting is carried out, recommendations are developed on the organization of working conditions, preparation of workplaces for employees of various categories.

What requirements are contained in the professional standard of a specialist in training and development of personnel

The draft professional standard was developed taking into account international experience in the field of training highly qualified personnel.

There are four sections in the professional standard of a specialist in training and development of personnel:

general information;
describing labor functions in the functional map of the type of professional activity;
all characteristics of generalized labor functions;
basic information about the developers.

In accordance with the draft professional standard, the personnel training specialist ensures the appropriate qualifications of specialists that fit all the goals and established standards of the company. Find out how using the theory of spiral dynamics

The third section contains paragraphs and subparagraphs that describe in detail individual labor functions. This section also contains information that determines the level of qualification of a specialist. For example, in order to effectively develop standards for organizational and methodological support, an employee involved in development and training personnel must have the sixth level of qualification. For strategic and operational management, an employee with the seventh level of qualification is accepted.

Specialists in the management of training and development systems should have the appropriate level of competencies of the seventh qualification level. Employment takes into account the level of education and the presence of five years of practical experience in this area. Professional standards are applied by employers in the formation personnel policy, in the processes of personnel management, determining labor functions, compiling staffing, the conclusion of labor contracts. Taking into account professional standards certification is being carried out, billing of work with the assignment of the appropriate category, a system of remuneration is established.

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