The learning process is a process which ensures adequate skills, abilities, knowledge, e.g. competencies of employees to perform work tasks. Its purpose is to achieve the objective of "right people for the right jobs", career development of individuals and successors and to fill gaps in skills, knowledge and experiences.
Based on the needs in the business process, a company can decide between following trainings:
- functional training (useful knowledge, creative skills, abilities, skills and attitudes to work),
- focused Trainings (apprenticeship, certificates),
- part-time study,
- internal or external trainings,
- pre-requisite requirements, gained knowledge.
System of competencies, knowledge, abilities, experiences and skills
Company requirements are being expressed through competencies according to organization units and jobs. The level of ability and capability of an individual can be obtained from his competence profile (also for candidates and external workers). If there are gaps, they can be filled in with training or learning.
Training catalogue
Company usually prepares a list of trainings, which is in accordance with its activities, objectives and strategy. The trainings are defined with information about knowledge, that the participant will gain, which are the skills necessary for the participation on a training, price of a training, type of a training... Catalogue is an abstract list that contains no lecturers or time schedules.
Training cost planning and planned budget, adjustment and approval
Fund for learning process, which can be approved or rejected by a responsible person is usually planned at the beginning of a training period. The coordination or adjustment takes place when there is a final decision regarding the intended amount for the learning process (approval).
Training plan in a training period
Leaders plan trainings for their co-workers, individuals, for employees assigned to certain job or entire organizational unit. The system also supports planning of training process by an "administrator" of a process.
Applications for training
Based on training needs, that are results of planning part of the process, the performer and time of training are defined. Scheduled (or non-scheduled) employees can apply for training.
Training realization with training costs
After realization of training, individual cost data is collected (fees, daily allowance, travel expenses, accommodation...). Individuals that applied to training and didn't take part in it are also recorded. Gained new skills can be transferred directly to personnel records.
Training evaluation (Kirkpatrick)
After the training is finished, participants give feedback with a questionnaire and then the effectiveness of training is assessed. Participants assess the training itself, managers or participants assess the effectiveness of training, participants share gained knowledge to co-workers and the impact on business is tracked. This is so called Kirkpatrick's model of training evaluation.
Documents, reports
There are several documents regarding training: referrals to trainings, questionnaires, reports on trainings that were planned and are finished, the planned budget, the spent amount, the contractors, the evaluation of training...