Enhance Your Human Capital with In-House Training

The return on investment for in-house training is sometimes difficult to measure. For this reason, personnel managers do not necessarily place training at the heart of their priorities.

However, training is one of the important levers that motivates and develops the skills of a company’s employees, especially when the company commits such resources as

  • Budget for the training plan
  • Actions proposed by the OPCA
  • Personal training account

Define the training policy

A first step in this implementation will therefore be to identify the company’s training objectives in order to upgrade employees’ skills or gain specific expertise.

You can also provide your employees with a subscription that gives them access to an online training platform, such as Pluralsight, which allows them to train at any time on any type of course of their choice.

Identify your employees’ needs

In a second step, the company will have to try to anticipate the needs according to

  • Know-how and expertise
  • Employee wishes
  • Strategic business development objectives based on a particular expertise

The identification of these needs is an important step in the process of setting up vocational training:

  • Analysis of the evolution of the company’s activity and its environment (emergence of a new type of clientele, evolution of certain professions)
  • Identification of the skills desired by the company in view of these developments
  • Measurement of the gaps between the desired skills and the skills already acquired by employees
  • Identification of training courses and availability

Next, develop the basis of the plan:

  • Define training priorities with regard to the business lines and changes affecting the company
  • Collect training needs, particularly during professional interviews
  • Determine the actions to be carried out as part of the training plan, and identify potential sources of funding

Build the training plan

At this stage, it is a question of comparing the skill needs you have identified, the number of employees concerned; the choice of training organizations, and the provisional budget for each planned action. In order to account for the limits of the training budget that has been allocated, choices will then have to be made based on company priorities:

  • Actions reserved for the company’s priority areas (e.g., market development)
  • The “collective” needs expressed by department managers for their employees
  • The individual needs of employees, at your own initiative or at the company’s initiative.

Use your imagination: responses to the need for training can take many different forms, such as tutoring or coaching, by working in pairs with a junior and a senior employee.

When we talk about a training plan, we include

  • Training activities covered by the “training plan” budget
  • All other possible training supported by other funding mechanisms (e.g., professionalization, collective actions, and CPF)
  • Internal measures such as subscriptions to an online platform or coaching

The notion of a training plan must be seen in the context of a company’s training project. The company’s training plan is an essential tool for managing the development of employees’ skills.

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