UNIVERITY OF GOMA

FACULTY OF ECONOMIC AND MANAGEMENT SCIENCES

PRACTICAL BUSINESS
ENGLISH WORK
Presented by KITWANA MENOANDA DAVID

Summary
This work calls into question the stages of the training of the company's
personnel, the personnel training policy as well as the objectives of this training.

E-mail
davidkitwana@gmail.com
STAFF TRAINING

INTRODUCTION
Staff training is an investment. It allows companies to increase the skills and productivity of their
workforce while increasing the quality of their products and services.

It is a value-added activity that promotes the adaptation and flexibility of individuals in the face of the
challenges to be met. Staff training “Training is the act of acquiring the means to enable the
acquisition of knowledge by a person or a group, in a contractual perspective, in connection with a
given context in order to achieve an objective. » T. ADOUIN

OBJECTIVES AND PURPOSE OF THE TRAINING

A training policy must meet a triple objective:

Putting employees in a position to carry out their current functions with competence;

Allow staff to adapt to structural changes and changes in working conditions implied by technological
developments and changes in the economic context; Allow to determine and assume the innovations
and changes to be put in place to ensure the development of the company.

Training policy is inseparable from employment policy and skills management. It also contributes to
the achievement of the company's strategic objectives.

Investing in training is the basis for most business performance improvements.

Types of training
Initial training : enables the acquisition of basic skills.

Continuous training : it is the retraining or incessant training of the worker allowing him to update
himself in his discipline...

General education : level of general education or professional skills required for employment in
order to be able to give an acceptable performance at this job

Vocational training : training taken in a technical or other school .

Work-study training
Coaching: individual support provided by a member of the organization internally or by an external
consultant with the aim of helping an employee.

On-the-job training: this is the refresher training through which a worker learns. Training outside
working hours

Retraining: capacity building Self-training

The training policy

The training policy stems from the company's general policy. It focuses on the different
orientations of training and concerns the long term. The training policy is the set of instructions,
objectives and guiding principles expressed by general management in terms of training and human
resources development to create a satisfying and rewarding work environment, while a training plan
is a plan drawn up (established) by the management of human resources in a company in order to see
and anticipate the training of employees.

The development of the training policy is not done in an independent and decontextualized way.
Its construction applies to the consideration of these essential factors and shows how these factors
have an impact on the training policy, in particular the collective, individual and personal needs.

The training objectives are part of the components of a training policy that often describe an overall
competence. For example: being able to conduct a training plan while the educational objectives of
the training are targeted. When formative evaluation is considered from a frame of reference close
to the systemic approach, which makes organization and management the central element of training.

Mental skills: we seek to ensure that the employee applying has a real knowledge of the constraints
related to such a training course.

Physical aptitude
Technical skills : the trainer must have an individual background likely to be put at the service of the
company, it is also individual, but on a tactical support at the service of a collective.

Steps in the training management process Training management is everything you need to know to
analyze training needs. As well as to plan, organize, disseminate and evaluate training activities in a
company. Training management contributes to increasing the qualification of the workforce and
therefore to improving all of a company's activities. The training management process can be
presented in 05 essential steps.

Step 1: Definition and prioritization of training needs .

The first step to take is to define and prioritize the company's short, medium and long-term training
needs.

This intervention must be done in a rigorous, fair and respectful manner according to a well-
structured process . The ideal method of intervention obviously revolves around a training committee.
Tools for diagnosing training needs To define training needs, it is necessary to draw up a portrait of
jobs in relation to the desired skills.

It is in fact the gap between the actual skills that makes it possible to target the training needs for each
work function. Expected skill real skill=training need

Step 2: planning training activities

The training needs having been defined and prioritized in the previous step, it is now necessary to plan
the training activities. Planning is establishing a plan with the objectives to be achieved and the
means to be implemented to achieve them.

Considering the training needs previously defined, it is foreseen: What to do? (Activity), For whom?
(Objective), What to do it with? (Resources needed), Who will do it? (The manager), When will we
do it? (Schedule), How much will it cost? (Budget).

Planning the training helps to better structure the training activities, it helps to determine the best
training activities and the people who will follow the training activity as well as the usefulness of the
training. It also allows you to choose and obtain the resources and tools that will allow you to carry
out the training activities. The 02 training planning tools are: the overall training plan the specific
training plan.

The Global Training Plan is used for the annual planning of training programs, projects
and activities. It contains all the programs, projects and activities aimed at maintaining or developing
the skills (knowledge, skills and attitudes) of employees through training in accordance with the
company's strategic objectives.

The specific training plan contains for its part the essential information relative to the
realization of a training activity, it will guide the preparation, the realization and the follow-up of a
training activity. Let's not forget that the specific training plan stems from the training needs
determined previously and that its clarity and precision make it possible to properly orient the progress
of a training activity.

The training organization checklist

o The tender
o The service offer
o The service offer analysis grid
o The employment contract
o The training contract
o The professional service contract

Step 3: dissemination and evaluation of training activities

This step consists of starting from the specific training plan to carry out the training activity while
respecting the andragogic principles (andragogy is the training of adults which is opposed to
pedagogy), recognized in adult training and to evaluate the participants' learning as well as their level
of satisfaction.

The 07 stages of designing a training activity:

o Training needs
o Training objectives
o Analysis and selection of available training tools
o Assessment of learning
o Practice experimentation
o Transmission of knowledge
o Introduction

The 06 stages of dissemination of a training activity

o The introduction of training

o The transmission of knowledge
o Practice (experiment)
o Learning assessment
o The training objectives are achieved
o The participant has reached the targeted work or training

Support for the intervention of the internal trainer during classroom training
 o Learning assessment
o Training evaluation
o Assessment of the level of satisfaction

Step 4: evaluation of the transfer of skills

Training evaluation cannot be limited to a one-off activity that takes place at the end of the
training activity. Evaluation should be seen as an ongoing process.

Completion of the learning transfer evaluation verifies whether participants have integrated
their learning. A workplace observation grid is the preferred tool for evaluating the transfer of learning
in the workplace. In order to ensure a fair and politically viable evaluation, it seems necessary to us
that the actors concerned collaborate and participate in each step of the evaluation process.

We therefore suggest calling for consultation and collaboration between the main players,
ideally the training committee.

It is useful because it makes it possible to ensure the integration of learning, makes it possible
to validate the knowledge, skills and attitudes used at work, and to identify avenues for possible
improvement of the previous stage.

Step 5: organizational impact assessment

It consists in drawing up a balance sheet in order to verify the difference between the expected
results and the results obtained. Unfortunately, this operation is not always carried out and it therefore
becomes difficult to prove the specific contribution of the training to the achievement of the strategic
objectives of the organization's partners.

The evaluation of the organizational impact makes it possible to measure the effects of the
training in relation to the expectations of the partners of the organization or of the training committee
in terms of the development of Human Resources.
CONCLUSION
In conclusion, the way of managing the staff is much more effective for the Human Resources
manager because the training of the staff is part of the integral elements of the performance of the
company.

So basically the human resources manager must take into account the training of his staff to
improve the performance of his firm.
Bibliographic reference
o Staff training . Author: Ms. Emmenegger 2017
o HRM course: L2 ECONOMY
o Ayoub Matioui , October 31, 2021
Contents
STAFF TRAINING ..................................................................................................................................... 1
INTRODUCTION ...................................................................................................................................... 1
OBJECTIVES AND PURPOSE OF TRAINING .............................................................................................. 1
Types of training ................................................................................................................................ 1
Training policy .................................................................................................................................... 1
Mental Skills .................................................................................................................................... 2
Physical fitness ................................................................................................................................ 2
Step 1: Definition and prioritization of training needs . ................................................................... 2
Step 2: planning training activities .................................................................................................... 2
Step 3: dissemination and evaluation of training activities ............................................................. 3
Step 4: evaluation of the skills transfer ............................................................................................ 4
Step 5: Organizational impact assessment ....................................................................................... 4