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How to draw up a training programme

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How to draw up a training programme

To handle your co-workers’ skills efficiently, it is important to draw up a training programme. Its goal is to define the company’s needs in terms of skills and to link them to the current employees’ knowledge, know-how and soft skills.

In every company, the team leaders are in charge of deciding, but this is our approach : at Châteauform, each talent is invited to think about their training programme before their evolution session with their superior. Then, they both talk about their wishes or areas for improvement. These training offers are then written down during the evolution session.

What’s at stake is to build a development programme for the talent together. The idea behind this exercise is the following: the development of a talented person can’t be achieved through a classic training. Indeed:

– 70% of the learning process is achieved through work experience, practical work, projects and work challenges.

– 20% is made through exchanges with co-workers and networking.

– 10% is made through traditional training: training and coaching.

Each talent is thus offered a training programme which includes a “live my life” activity (whose goal is to discover a new profession or department), benchmarking or the participation to a profession club…

As with any action plan, the objectives and indicators of success must be precisely defined and the budget allocated accordingly. The performance measures make it possible to achieve the training objectives and to ensure consistency between the identified needs and the concrete actions.

The crossroads between needs and current situation gives rise to an analysis to define the positions, profiles and individuals which require training.

Whether required or not, this virtuous practice of good management ensures an excellent use of the means allocated to this position.

Definition and role of the training programme

It is a strategic human resources management tool. It gathers all of the ongoing and upcoming trainings in line with the defined company policy. It is an operational project whose objective is to develop and adapt your employees’ skills to the evolution of professional activities in your structure. This project is time-bound and precisely budgeted (since the training programme is the responsibility of the company and not the employees who benefit from it).

The training strategy at Châteauform’ focuses on trainings that will be really useful and interesting for the development of the talent. This is the role of the Châteauform’ internal corporate university at Talents and Culture to ensure that the company’s strategy is

respected, particularly thanks to the feedback from all team leaders following the annual interviews and through the management committee’s letter of intent.

Legal Obligations

The field of vocational training is regulated by a number of legal obligations. The training programme stems from the employer’s obligation to train the company’s employees.

As a manager, you must:

– Adapt the employment and maintain the employability of your employees

– Proceed to a collective bargaining and social dialogue on vocational training

– Conduct professional interviews every two years for each of your employees in order to discuss their career evolution

This management too is regulated by legislation. Staff representatives must give their approval before the programme is validated.

How to implement it ?

The implementation of a training programme within a company requires to follow a number of steps to ensure its success. It extends over a full year, from September to September of the following year. You will have to carefully follow each step in order to conduct a structured and organised project.

1. Start by gathering the information collected in a given year and make an assessment. What were your main successes over the past year? What are the points that need to be improved, what tools need to be used or developed? Was the budgeting of your previous training programme realistic and consistent?

2. Determine the strategic direction you want your business to take. Are there any current or future strategic development ? Changing jobs? What are the emergencies and the priorities? As for Châteauform’, depending on the company’s development, the corporate university (aka “the Nursery”) has to be flexible and able to adapt its trainings to turn them into projects (e.g. a merger, acquisition during the year…)

3. Analyse your training needs:

– Collective needs on the one hand if you are looking to improve the performance of a department for example

– Individual needs on the other hand of you are looking to fill the existing gaps related to the evolution of a position or if an employee expressed the wish of a career evolution during the professional interviews

4. Draw up an implementation plan. It will take the form of a table and will provide all the information needed to start the project. Each talent gets a standard programme by profession: the trainings we offer are designed for their internal evolution.

5. Budget the entire training programme. It is a step that requires rigour and precision since it is important to remain consistent in order to get the most realistic estimation possible. Every year, the budget of Châteauform’s corporate university is built around several mainstays: customer relations, leadership-accompaniment, professions and the “welcome to the family” integration…

6. Talk about the process with your employees. They are the main actors of this training programme. Its success depends on them, so they have to know about it and agree with it.

7. Implement the project and monitor it throughout the year. In the course of the project, adjustments will be necessary in the event of unforeseen circumstances or emergencies. Don’t be too strict about the progress of your training programme, you will have to stay flexible.

8. Evaluate the results of the training programme and make an assessment in order to adjust your operation method for the years to come if necessary. Each annual evolution session is an opportunity for the team leader to take stock with their talent depending on their answer to the question “What do you retain from the trainings you took part to this year?”.

At Châteauform’, the corporate university accompanies the “happyculturists” (identified talents with a high potential) in the implementation of a specific training programme called “individual development journey” according to the person’s profile. Each person from Talents & Culture is trained to accompany these “happyculturists” in order to help them through their journey (i.e. tailor-made training programme).

4. Content of a training programme

This document contains all the necessary information for the implementation and good execution of your project. That is why it has to give precise information about your company’s policies as well as your current and upcoming strategies. This will help distinguish the types of training you have to implement and the priority order you have to establish consequently.

There are three main types of training according to the talents’ specific needs:

– Adaptation to the position

– Job retention or evolution

-Skills development

The training programme must show these needs very clearly in order to facilitate the reading and understanding of the document.

Information about the talents who have benefited from training and the logistical data that were essential to the effective implementation of the project must also be mentioned.

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