The 4 keys to managing training credit in companies

If something characterizes the ability of companies to be viable in the long term, it is the way in which they develop management models for their tangible and non-tangible resources. At the end of the day, no matter how much funding and material support an organization has in its first months of life, it will be of little use if it is not possible to find the formula that allow to give stability to the project for years to come, when that money has already been spent and the rest of the initial assets have become out of date or it no longer makes sense to continue using them.

However, not a few companies make the mistake of focusing only on easily located resources in a count of assets available: those that can either be seen and touched or can be reduced to a figure. There is something that escapes this very reductionist vision of the assets of an organization: the theoretical and practical knowledge of the workforce, and their potential to easily acquire more skills and areas of expertise.

Therefore, in the Spanish context, it is crucial know how to correctly manage the training credit available to each company through FUNDAE (State Foundation for Employment Training).

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Key ideas to properly manage training credit in companies

The training credit available to companies should be seen as an organizational development tool and, therefore, therefore, as a set of opportunities to improve the capacity to adapt to the market and to attract and apply talent. Do not forget that for companies to be viable they cannot depend solely on hiring experts at the moment in which a deficit of knowledge and technical skills is detected in the workforce, among other things because precisely This lack of up-to-date professionals prevents us from recognizing these kinds of situations.

However, to squeeze the potential of training credit it is necessary, in turn, to have the knowledge and protocols necessary to make the best use of it. possible way, without simply allocating it to activities that, although they may be striking and constitute a "gimmick" with repercussions only at the marketing level. Let's see what are the key ideas to consider for manage these credits in the best way and integrate them into the strategic aspects of the organization.

1. Maintain a good incentive system from the beginning

To take advantage of the training credits, it is essential that, beyond their management, the company has been able to generate a correct work environment and work dynamics and incentives that motivate people to stay working even if they are the first in their department to learn key skills. In this way, your influence on the company will go beyond applying the knowledge learned only to your job for a few few months, until he decides to leave the company for another that offers him the possibility of making full use of the skills that he knows how to put into practice.

For this, among other things, it is good to take measures to link these training processes to the opening of promotion and promotion channels: acquisition of new knowledge deserves to be reflected in the contractual relationship that the worker maintains with the company, and that is not negative: it is a valve that allows to keep on staff those who provide more added value, making both parties win in the medium and long term.

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2. Have experts and department heads when deciding the training areas

As we have anticipated before, it cannot be completely disconnected the ability to detect deficits in know-how and the knowledge and experience in that area of ​​work.

Therefore, it is important that the decision about how to manage training credits is not taken unilaterally and always from above. downwards: you must have the advice and guidance of both Human Resources staff and the most prominent experts in departments, so that they contribute their vision on the challenges that the company must face and the type of skills that are necessary.

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3. Distinguish between exploratory training and instrumental training

It is not always necessary to train in something having made the decision that this knowledge will pass to be part of the methodologies and tools used on a daily basis by workers affected.

It can also be positive to train key profiles in an area of ​​knowledge, so that they can simply get in touch with new resources and ways of working, knowing their positive and negative aspects. These “exploratory” training strategies help you make strategic decisions by really knowing about what that is decided, before making a large expense that perhaps would not have brought benefits or productivity improvements. In addition, they can serve to better understand the competition that does use these methodologies and tools.

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4. Delineate common and differentiated lines of formation

There are skills that are useful in practically any area of ​​work, while others could only be used by members of certain departments or level of distribution of tasks.

Being clear about this will help to make a correct distribution of the training offers, without exposing some of the staff to the frustrating experience of having to learn about something that they do not understand or have the opportunity to use in their work or in their private life, and furthermore, it will be necessary to avoid to the extent of as possible the comparative injury that some groups in the company have access to a wide range of training and others barely have access to courses generic (this kind of situations generate conflicts and worsen the work environment, especially considering that training is linked to the possibilities ascent).

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Do you want to become professional in the management of business training processes?

As we have seen, the training of workers is one of the basic pillars of Human Resources. And it is that beyond the well-known and showy personnel selection process, HR departments need to develop empowerment programs and retention of the expressed or latent talent that already exists within the organization, both to create a more satisfactory work environment and capable of offer exciting job prospects, so as to allow the company to adapt to new times and new goals in the most efficient way possible.

If you are interested in professionalizing yourself in this field, we invite you to know the Own Master's Degree in Talent Selection and Management organized by the University of Malaga (UMA). It is a one and a half year training program that addresses the two fundamental theoretical-practical blocks in Human Resources: the Selection of Personnel and the Promotion of Talent in organizations, also counting on collaborators and teaching staff from the most important companies operating in Spain, among them, as well as the possibility of doing internships in many of them. To find out more, visit the Master's website or get in touch with our team.