The 4 keys to managing business training credit

If anything characterizes the ability of companies to be viable over the long term, it is the way in which they develop tangible and intangible resource management models. After all, no matter how much funding and material support an organization has in its first few months of life, it will be pointless if you cannot find the formula to give stability to the project for years to come, when this money is have already been used up and the rest of the original products have become obsolete or it no longer makes sense to continue to use them.

However, many businesses make the mistake of focusing only on resources that are easily identifiable in a tally of available assets: those that can be seen and touched or can be reduced to single digits. There is something that escapes this simplistic view of an organization’s assets.: theoretical and practical knowledge of staff, and their potential to easily acquire more skills and areas of experience.

This is why, in the Spanish context, it is crucial know how to properly manage the training credit available to each company through FUNDAE (State Foundation for Vocational Training).

    Key ideas for properly managing business training credit

    The training credit available to companies must be seen as an organizational development tool and therefore as a set of opportunities to improve the capacity to adapt to the market and to attract and apply talent. It should be remembered that for companies to be viable, they cannot rely solely on the hiring of experts when there is a shortage of knowledge and technical skills in the workforce, among other reasons because that precisely because this lack of up-to-date professionals prevents this kind of situation from being recognized.

    However, to harness the potential of training credit, it is necessary, at the same time, to have the knowledge and the protocols necessary to make the most of it, without simply assigning it to activities which, although they may be significant and constitute a “gimmick” with only marketing repercussions. Let’s see what are the key ideas to consider for manage these credits as well as possible and integrate them into the strategic aspects of the organization.

    1. Maintain a good incentive system from the start

    To benefit from training credits, it is essential that, beyond their management, the company has been able to generate a correct work climate and work dynamics and incentives that motivate people to stay at work although they are the first in their department to acquire key skills. In this way, your influence in the company will go beyond applying the acquired knowledge only to your workplace for a few months, until you decide to leave the company for one that offers you the possibility of making full use of the skills he knows how to apply. practice.

    This is why, among other things, it is good to take measures to link these training processes to the opening of promotion and promotion channels: the acquisition of new knowledge deserves to be reflected in the contractual relationship that the worker maintains with the company. , and this is not negative: it is a valve which makes it possible to keep in the personnel those who bring more added value, by obtaining that they win both parties in the medium and long term.

      2. Have experts and department heads to decide on training areas

      As we have argued before, it cannot be completely detached the ability to detect skills gaps and knowledge and experience in this area of ​​work.

      Therefore, it is important that the decision on how to manage training credits is not taken unilaterally and always from top to bottom: one must rely on the advice and guidance of both human resources staff and managers. main experts in the departments, as well as providing an overview of the challenges facing the company and the type of skills required.

        3. Distinguish between exploratory training and instrumental training

        It is not always necessary to train something after making the decision that this knowledge will be part of the methodologies and tools used on a daily basis by the workers concerned.

        It can also be positive to train key profiles in an area of ​​knowledge, so that they can simply get in touch with new resources and working methods, knowing the positive and negative aspects. These “exploratory” training strategies help you make strategic decisions when you really know what is being decided, before making a big expense that may not have resulted in profit or productivity improvements. In addition, they can be used to better understand the skill that these methodologies and tools use.

          4. Define common and differentiated training areas

          There are skills useful in virtually all areas of work while others could only be operated by members of certain departments or division of labor level.

          Being clear about this will help to make the right distribution of training offerings, without exposing some of the staff to the frustrating experience of having to educate themselves about something they don’t understand or cannot use. in their work or in their private life, and the comparative grievance should be avoided as much as possible that certain groups in the company have access to a wide range of training and others barely have access to generic courses (such situations create conflicts and worsen the working climate, especially given that training is linked to the chances of promotion).

            Do you want to become a professional in the management of corporate training processes?

            As we have seen, the training of workers is one of the fundamental pillars of human resources. And it is that beyond the process of selecting well-known and colorful personnel, HR departments must develop programs to value and retain the expressed or latent talents that already exist within the organization, both for to create a more satisfying working environment capable of offering employment prospects, to allow the company to adapt to new times and to new objectives in the most efficient way possible.

            If you are interested in becoming a professional in this field, we invite you to meet him Own Master in Selection and Talent Management organized by the University of Málaga (UMA). This is a one-and-a-half-year training program that addresses the two fundamental theoretical and practical blocks of human resources: staff selection and the promotion of talent in organizations, as well as collaborators and teaching staff. from the most important companies operating in Spain, among them, as well as the possibility of doing internships in many. To find out more, visit the Master’s website or contact our team.

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