TRAINING & DEVELOPMENT IN SMES

By Swati MBA 3rd Semester

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 2.1. Training methods addressing specific needs of SMEs 2.2. Training and competence development for managerial staff and entrepreneurs 2.3. Validation of informal skills and competence

Implementing suitable methods and techniques of training

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

A. ADDRESSING SME INTERNAL BARRIERS AND OBSTACLES FOR TRAINING.

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

A.2 FINANCIAL MEANS AND RESOURCES FOR TRAINING

Even if I would, I cannot afford the cost of training

FINANCIAL MEANS AND RESOURCES FOR TRAINING

Measures should be based on overall need assessment Simplicity, flexibility & adaptability Covering of trainees wages Vouchers can provide good awareness of training opportunities

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

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

HR AND SKILLS DEVELOPMENT POLICY (CONT)

Active learning pedagogy & orientation, the commitment of the employer for lifelong learning & integration in all parts of the business Relationships with organization in the field of training, 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! I dont 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 COMPETENCE DEVELOPMENT

Together we can

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RESOURCE POOLING & SME COOPERATION IN TRAINING & COMPETENCE DEVELOPMENT

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 SUITABLE METHODS AND TECHNIQUES OF TRAINING

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B.1 TRAINING METHODS ADDRESSING SPECIFIC NEEDS OF SMES

Training should be tailor-made! We have very 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 task is 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 working space Realistic examples and experiments

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B.2 TRAINING AND COMPETENCE DEVELOPMENT FOR MANAGERIAL STAFF AND ENTREPRENEURS

I had to learn the job of manager on my own...

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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 not acknowledged

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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
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C. ADDRESSING CURRENT AND STRUCTURAL CHALLENGES OF COMPETENCE DEVELOPMENT

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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 measures should 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 AND QUALIFIED 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 AND QUALIFIED PEOPLE
Communicating about the opportunities in SMEs Social dialogue on working conditions Training targeting sectors with recruitment difficulties Implementing anticipation of skills and competences at the company level

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RETAINING WORKERS AND MAKING SMES MORE ATTRACTIVE TO YOUNG AND QUALIFIED PEOPLE (CONT)

Adapt the content of continuous training to younger 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 universal task 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 of training needs, in conjunction with the strategy of the company Thinking of new forms & nonconventional forms of learning

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C.4 IMPROVING AND ADDRESSING GENDER EQUALITY AND 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 feel guilty 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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