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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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Competence development in the
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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Competence development in the
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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Competence development in the
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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