The theoretical basis for the functioning of the system of internal corporate training of personnel in the new economic conditions
Table of contents: The Kazakh-American Free University Academic Journal №11 - 2019
Tokarchuk Victor, Kazakh-American Free University, Kazakhstan
Nepshina Victoria, Kazakh-American Free University, Kazakhstan
In modern conditions, the need for an effective investment policy
regarding the development and training of personnel is no longer in doubt among
management of dynamically developing and successful companies.
Building an effective corporate personnel training system is now
becoming a prerequisite for improving business efficiency, an important factor
in competition. Companies that approach the learning process from innovative
positions get one undoubted advantage - speed, which allows you to quickly
adapt personnel training to the company's goals in a changing business
When developing a corporate strategy for staff training, it is
necessary to take into account the factors that today determine the specifics
of HR-work. First, there is an intellectualization of workplaces - IT-products
are widely implemented in all areas of society. The next factor is associated
with changes in the labor market - a narrow specialization, high mobility and
increased staffing requirements. It is important to note that the quality and
level of training in local markets often do not meet very many international
The relevance of the research topic is determined by the importance
of the issues of the strategic development of the enterprise, and the staff, in
turn, is the organizational resource that is directly involved in the company's
development processes and ensures the achievement of its strategic guidelines.
Modern enterprises now face the following questions: how to organize
training in these conditions, for which professions to train and retrain, what
should be the educational and methodological support, where to find sources of
funding, what is the role of the state in supporting training and its
regulation. Modern production is becoming increasingly anthropocentric, giving
priority to man, his knowledge, competencies, and motivation. Under these
conditions, the efficiency of economic activity is not limited only to the
receipt of profits by enterprises, but, to an increasing extent, to the
formation of an appropriate personnel potential, the humanization of
production, the development of the employee's personality, and the satisfaction
of its diverse needs. Internal corporate training of an enterprise is largely
capable of solving these problems .
The formation of a knowledge economy, fierce competition in the
market and constantly changing economic conditions increase the need of an
industrial enterprise for modernization, which, in turn, requires the
management of the enterprise to invest not only in the acquisition of new technology,
but also in human capital.
Personnel training is the most important condition for the success
of a modern organization. This is due, above all, to the realities of the
present: changes in science, technology, economics and society that are taking
place today are so rapid that an employee has to constantly pursue his
education in order to meet the demands of the times. The concept of lifelong
learning has become relevant already half a century ago. It was then, with the
beginning of the scientific and technological revolution, that the world over
paid attention to the fact that professional knowledge becomes obsolete faster
than it can be obtained in the full education cycle. And most importantly,
there was a fundamental change and rethinking of the role of man in production.
Now, it is the staff that is the key factor in the long-term and stable
operation of the enterprise. A well-trained, qualified and highly motivated
staff becomes a competitive advantage.
The current situation indicates the process of formation of an
employee of a new type. A successful employee should possess not only high
professional competence, but also general erudition, strategic thinking,
technical literacy, creative attitude to work, enterprise, master the basics of
self-management, be ready to constantly change and develop with the
organization. That is why the need to inculcate a culture of continuous staff
training in enterprises is obvious .
Today, focusing on the needs of a competitive market, it is
necessary to learn, confirm and improve your own qualifications continuously.
The most promising and acceptable for both employees and enterprises in these
circumstances is corporate training.
The catastrophic shortage of qualified personnel, caused by the
difficult situation of the vocational education system, the complex
socio-demographic situation and a number of other factors, compels modern
enterprises in Kazakhstan to independently engage in training and improving
their skills. This system, the system of corporate staff training, is
increasingly used by many companies.
A personnel training is an essential tool by which management gains
the opportunity to increase the potential of human resources and influence the
formation of an organizational culture.
In the conditions of rapid changes in the market situation, more
than ever, we need bright talents and fresh ideas that can provide a high level
Organizations that are ready to invest money in the training of
their employees can expect that employees who have improved their professional
skills will be able to more easily and quickly solve more complex tasks, will
be more persistent in finding and more often finding the best answers to
emerging questions, and more quickly coping with difficulties in work, they
will have a higher level of commitment to their enterprise, a higher
willingness to work for it with full dedication.
Modern approaches to the management of organizations are based on
the fact that staff is considered as a key factor determining the efficiency of
the use of all other resources.
As the experience of the most successful domestic and foreign
companies shows, investments in personnel, creation of conditions for the
growth of workers and increase of their professional potential give 2'3 times
higher returns than means aimed at solving production problems .
A serious problem for many organizations is the retention of trained
By investing money in staff training, an organization thereby
increases the value of its most important capital, people.
But at the same time, some organizations are faced with the fact
that, having spent a lot of money on training, after some time they may not be
accounted for by a significant part of the trained workers - they are bought up
by other more agile organizations.
Saving on staff training, these companies are willing to pay higher
wages, provide a wider range of benefits, better working conditions or greater
opportunities for professional growth and promotion of employees .
It turns out that we are preparing cadres for others, say the
leaders who are faced with this problem, and throw money down the drain. We
invest in training, and our employees are repurchased by other organizations.
However, most often blame should not be on competitors who lured
trained personnel, but on themselves for the fact that learning outcomes were
not claimed, because trained personnel were not encouraged to achieve a higher
level of qualification.
Unfortunately, such a policy has become widespread in the work of
many organizations, when workers are sent for training or refresher training,
without making any effort to make their work after studying more meaningful,
more responsible, to increase the level of their remuneration, to open new
perspectives of career growth, career advancement, or the scope of their work
responsibility has expanded.
This reduces not only the return that an organization can receive
from its staff as a result of training, but also the motivation of employees to
In order to reduce the risk of losing workers, students or improving
their skills through the organization, many companies develop and implement a
system of legal, organizational and moral and psychological measures aimed at
securing and retaining this category of workers in the company .
Personnel training plays an important role in conveying to the
workers the basic meaning and necessity of the changes, explaining their
essence, in order to gain support for innovations not only from the line
management and middle managers, but also from the bottom, from the rank and
file of the organization.
Training and staff development should not be a matter of personnel
All members of the organization, especially top and middle managers,
should understand the goals and objectives of staff training and be aware of
its importance for the development of the organization.
Managers who spare money for the training and retraining of
employees are faced with the fact that their plans to reorganize and develop
the organization are seriously affected by the poorly trained staff.
Personnel training cannot be considered as an activity that has only
an auxiliary value for the survival and prosperity of an organization, since
its ability to quickly adapt to external and internal changes is a determining
condition for an organization's economic health.
The concept of "corporate training" is still not
widespread in the theory of organization and personnel management. Behind him
has not developed a clear definition. Rather, corporate training is a concept
formed by the practice of the work of large organizations, firms and companies,
so-called corporations .
Corporate training is a special system of training, focused on the
personnel of a particular enterprise, based on solving specific problems for a
particular organization. Corporate training is conducted both in the
enterprise, in corporate training centers, in subordinate educational
institutions of professional education, and in third-party educational
organizations with the involvement of both its own and external teachers.
This training system is significantly different in orientation from
the school or university. Knowledge, skills and abilities are not general
(general educational or vocational) in nature, they are directly aimed at
improving the efficiency of production activities.
Corporate training occupies a special place in the organization's
personnel training system. It acts not only as a technology for developing the
personnel potential of an organization, but also as an element of its corporate
Corporate staff training is popular in enterprises, because it has
many advantages, the most important of which is that corporate training
programs are created specifically for a particular company and are focused on
staff development and preparing it for changes in the organization. At the same
time, the management of the company has the opportunity to control the level
and volume of employees' knowledge.
Corporate training becomes especially relevant at two stages of the
1. When the company is actively growing: the market expands, new
offices are opened, and as a result, the number of employees increases. At the
same time, the company has already accumulated successful experience in the
field of management, work with the client, who has ensured this growth, and
this experience must be transferred and maintained. Corporate staff training in
this situation will allow achieving a standard level of professionalism that
will ensure the production of goods and the provision of services of equal high
quality in all branches of the company.
2. When the company is in a stable position, there is a need to
create an active environment within the company, which not only accumulates the
existing knowledge and skills, but also allows you to quickly learn a new,
advanced experience, enhancing the competitive advantages of the company .
The objectives pursued in staff training should be closely aligned
with the objectives of the organization.
In order to determine the content and the most effective training
methods that will best contribute to achieving the goals of the organization
and the goals of training, it is necessary to establish the qualitative and
quantitative need for training the main categories of employees.
When determining the content, forms and methods of training, one
should first of all proceed from the need of the organization for its staff to
acquire new knowledge and skills necessary for effective professional activity
in order to successfully achieve the goals of the organization.
The content of training should, above all, flow from the challenges
facing the company in the short and long term.
Another requirement is the timely updating of the knowledge of
workers and the maintenance of a high level of their professional competence
The choice between own training programs prepared and developed in
the organization itself, and external programs is not always easy.
It is clear that the company is much better at controlling the
content and format of its own programs; if necessary, they can make changes and
additions to programs developed by them.
Such programs can more closely link the process and learning
outcomes with the interests of the organization, its goals and strategy.
Today, many large firms conduct education and training on their own.
On the other hand, if employees attend courses or seminars organized
outside the organization, this opens up new opportunities for them to look at
their work and their company from a broader perspective.
Often, training outside the company gives students the opportunity
to establish fairly close contacts with representatives of related
organizations, share their own experiences and learn from successful findings
and successful experiences of their colleagues.
Training outside the organization gives the maximum effect only when
its content is closely linked to the goals and strategy of the customer
organization, when its results are in demand.
Due to the relatively high cost of external training, Russian
companies make extensive use of training outside the organization mainly to
train middle and senior managers .
To conduct training, it is necessary to make a choice of two
alternatives: look for teachers 'on the side' or involve your own teachers in
If organizations for training and development of personnel do not
need training all the time, but from time to time and for a small number of
employees, the organization can afford to order this training in specialized
organizations working in the field of business education (in some cases,
uniting with other organizations).
If the organization is faced with the task of training a large
number of workers on a regular basis, it is more expedient to organize the
training of our own teachers or invite the relevant specialists (teachers,
coaches, instructors) for permanent work.
Many large organizations recruit to work as teachers their own
employees with the necessary knowledge and experience.
Modern forms and methods of personnel training will help develop professional
knowledge and skills. In the conditions of rapid changes in the production
process, highly specialized professional or corporate training has become in
demand in organizations that take care of stable development and a prosperous
There are a variety of training programs designed for a wide variety
of categories of workers - from ordinary staff to senior management.
All the variety of teaching methods used for this can be divided
into two large groups:
- methods training outside the workplace;
- training methods in the workplace.
Training outside the workplace is more efficient, but associated
with additional financial costs and distraction of the employee from his
official duties .
At the same time, the environment is consciously changing, and the
employee breaks away from daily work.
Training outside the organization, as a rule, concerns managers or
highly qualified specialists.
Such training can be accomplished in many directions and in many
ways: this is training in specialized centers and institutes for advanced
training or through listening to specialized systematic courses.
For many organizations belonging to different fields of activity
(trade, services, production, etc.), on-the-job training is the main form of
training for new employees.
This method is used to master the necessary skills and familiarize
new employees with how to use existing equipment and tools directly in the
process of performing professional activities.
On-the-job training is intended not only to transfer to the employee
the knowledge necessary for the job, but also to form with him more precise
ideas about the content of his professional role, that is, about the
requirements that the organization places on his work.
Sometimes on-the-job training takes place in special training areas
or in training workshops.
The effectiveness of such training is reduced in the event that the
production base on which the training takes place does not correspond to the
equipment and tools used in real working conditions .
In addition, such training usually does not reproduce some working
conditions, such as noise, distraction from other employees and a busy
schedule, and the rhythm of work.
On-the-job training as a special training method should be more
widely used in cases where:
- workers are trained mainly in the classroom, although the best
results could be achieved through on-the-job training;
- in fact, on-the-job training is already carried out spontaneously,
it requires only the establishment of order and the documentary and procedural
design of this process in accordance with the established requirements for
- professional adaptation of new employees can be more effective
with a wider use of on-the-job training;
- in organizations, there are already people who, with the
appropriate organization of training, can become good teachers (instructors,
mentors) for on-the-job training .
It should be borne in mind that the analysis of personnel training
methods conducted immediately after the completion of a theoretical course does
not allow obtaining objective results. Sometimes a new employee needs a long
practice in order to apply this knowledge and successfully implement it in
production activities. That is why it is so important to assess only after a
certain time, and to an employee to secure a mentor who will help to master all
the knowledge gained.
Methods of staff training efficiency can be assessed by cumulative
effect, when a series of trainings was conducted and employees began to show
high production results .
For sustainable development, a stable position in the market,
industrial enterprises regularly make investments in human capital. The
strategic development of the personnel of the enterprise is an integral
component of the successful functioning and maintenance of competitiveness.
Internal corporate training at an industrial enterprise is a complex system of
interrelated elements of personnel training, retraining and advanced training
The system of internal corporate training for enterprises of the
industrial complex should be based on information about existing opportunities
and an assessment of the future needs of the organization. Regular assessment
of corporate training allows you to identify employees with a certain potential,
to stimulate the preparation and implementation of personal development plans
that meet the interests of employees, as well as the resources and goals of the
company. This approach provides the basis for managing the development of an
organization's knowledge base. Internal corporate staff training is a reliable
guarantee that employees will be loyal to the organization, is the key to
personal and professional development of employees, and therefore the company
as a whole. Staff development makes employees competitive and forms a higher
quality of working life. It is important to note that a well-organized process
of evaluating the effectiveness of the system of internal corporate staff
training allows you to diagnose the strengths and weaknesses of the company, to
see its hidden reserves and potential employees.
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Table of contents: The Kazakh-American Free University Academic Journal №11 - 2019