Kpi training trainer. What is included in the KPI training manager? Why is your program suitable for our company?
Most of these indicators are applicable to almost any business field, but some of them are of strategic importance for the fitness sector.
According to the “Operations & Financial Benchmarking Research Report” prepared by the Fitness Studio Association (AFS), fitness clubs most often track the 6 most important KPIs. About them and will be discussed below.
Customer / Member Income (RPC)
This indicator is tracked by approximately 39% of fitness clubs. The indicator itself involves a simple calculation: annual income should be divided by the number of customers. The result gives some clarity regarding the status of the club. It is a simple formula that ensures the popularity of this indicator among club managers.
However, what RPC does not offer is an idea of \u200b\u200bexactly how and when customers spend money in your club. In other words, you should use additional indicators to determine which services are more or less effective in the club.
Average Class Attendance (ACA)
This is the second most popular indicator tracked by fitness business owners. According to research, approximately 36% of entrepreneurs do this. Since many fitness clubs are geared specifically for conducting group classes, ACA is crucial for two reasons:
- ACA allows you to determine the break-even and profitability of each class. Thus, if necessary, you can respond accordingly: for example, to postpone the lesson to another time in order to increase attendance.
- Profit / loss from each conducted lesson is a critical component for generating profit / loss ratio of the entire fitness club.
The disadvantage of the ACA indicator is that it cannot be used to measure profitability. In cases where a club, for example, provides online fitness classes or is connected to the Class Pass system, or implements a discount program, the attendance rate will increase. At the same time, business profitability may well decline.
Customer Retention Rate (CRR)
Customer retention (as a percentage) is crucial for long-term profitability for two main reasons:
- First, if you lose too many customers, there must be something wrong with your business. Does the club pricing match the offer? Do customers get exactly the experience they are looking for? Does the club adhere to corporate brand values?
- Secondly, the only way to mitigate losses due to customer departure is to bring a new one. If your customer churn rate is high, think about the effectiveness of the marketing strategies and tactics that you use.
Thus, CRR is a powerful analytical tool. Do not neglect its tracking.
Profit margin (PM)
Every entrepreneur who provides services needs to know the amount of profit for their business. This indicator is calculated as a share of revenue: in other words, how much you have left after you deducted expenses from income.
Of course, you need to track, first of all, the overall profitability. But it would also be nice to understand how profitably each element of the fitness business functions. Are there any areas of your activity that could be modernized and improved? Perhaps you should introduce some new training programs or offers for clients?
EBITDA
Understanding how this indicator is calculated is as difficult as pronouncing its name. That is why accountants are doing this. However, most businesses resort to its calculation only in the event of an early sale of the enterprise.
Essentially, EBITDA is a measure of the company's profitability before interest, taxes, depreciation and amortization. In other words, EBITDA shows the level of the current operating profitability of the fitness club: i.e. how much profit can be generated on the basis of real assets and the provision of services.
Revenue Per Square Meter (RPSF)
This indicator allows you to measure how much money the club generates from the space that it occupies. This is a very useful indicator, which, however, rarely falls into the spotlight of fitness entrepreneurs.
RPSF is calculated very simply: it is necessary to divide the club's annual income by the footage of the object. You will get the profitability of the object per 1 square meter. What does this give you?
RPSF shows which club locations are the most profitable and which are the least. This leads to consider the fitness club in terms of efficient use of space. As soon as you do this, you can immediately see those areas (in the literal sense of the word) that can be turned into profit centers.
A desk study by Amplua-Broker on the topic “Assessing the effectiveness of training”, conducted in March 2008, showed that everything was discussed in the framework of this topic - from the degree of employee satisfaction with the training and return on investment to the number of trainings per employee.
Most of the publications found in online and print media (48 out of 74, i.e. 65%) were written by employees of training and development service providers. This suggests that providers are quite active in assessing the effectiveness of training, i.e. his own work. Another thing is that the advice given in the publications is a “vinaigrette”, consisting of incompatible components or with a randomly combed ingredient.
Some offer to evaluate the effectiveness of the size of the budget for training 1 person, believing that the larger the budget, the better the training system. Others evaluate the effectiveness of training according to the assessments of the participants in the training (the higher the score, the better the training). Still others believe that the T&D performance indicator is an assessment by internal customers of work.
As an illustration of the confusion existing in the market in assessing effectiveness, I will cite the results of a study by Profi Online Research, "Ways to Improve Employee Skills as a Weapon in Competition" (2007). Respondents were asked to answer the question: "What methods of assessment [effectiveness] are used in your company?" It was suggested to choose options from the list:
- Return on investment estimate
- Staff turnover rate assessment
- Assessment of customer satisfaction
- Assessment of the performance of departments, the organization as a whole
- Assessment of changes in employee skills
- Assessment of changes in employee performance
- Post-training employee survey
Another illustration is a quote from the article "Criteria for the effectiveness of personnel work in a company" (author: Nikolai Antonovich Chizhov, Ph.D., professor, director of the Institute of Client and Personnel Technologies, 2007). The author writes: “It is important to understand that the indicator of the effectiveness of personnel work is the increase in the specific investment in people, in the personnel decisions made: the share of funds for training employees (per 1 employee), in their development, training, promotion, etc.”
The budget for training 1 employee does not say anything about efficiency, it demonstrates the seriousness of the company's position in matters of training and development.
The author also suggests evaluating the effectiveness of working with people by such an indicator as “the specific effectiveness of personnel decisions (that is, the cost of these decisions in terms of one personnel officer) according to the assessment of consumers (customers) of these services”. This indicator raises even more doubts.
Unfortunately, in the presentations of many T&D specialists on the effectiveness of their work, there is a lot of data on how many people they trained, how much money they spent, how many trainings they conducted. This is useful data, of course, they impress, but ... they are not about work efficiency.
When asked the question "How to evaluate the effectiveness of training?" I immediately want to ask the counter-question “What do you mean by training?” A specific program? Complex of programs? The whole training system in the company? T&D department work? The choice of metrics (indicators) for measuring depends on the answers to these questions.
The bouquet of ideas and indicators generated by HR and T&D by humanity needs to be divided into three groups and, very importantly, when choosing each indicator, be aware of exactly which efficiency it relates to.
Group 1 - indicators of the operational activities of the training and development system as a whole
They “parameterize” the T&D system, digitize it, demonstrate its dimensions, for example, how many employees were trained, how many programs were carried out, and what budget was allocated. They have nothing to do with the effectiveness of training.
Group 2 - key performance indicators(KPI , in the foreign version - Kpi , Key performance indicators) T&D structures in the company (the whole T&D department, department, or one employee, or even half of the employee, if he is engaged in anything other than staff training). These indicators show how the T&D department uses the resources entrusted to it, for example, how quickly it responds to a business request and creates a program that solves a business problem, or how internal customers are satisfied with the service of the T&D structure.
Group 3 - performance indicators of specific T&D programs (courses, trainings). They show whether the programs that the T&D department creates and runs are useful for the business.
Indicators of operational activities of the personnel training and development system
This group of indicators relates primarily to internal training specialists.
What budget for training is spent, how many people are trained (“covering” personnel with training), how many training and development methods are used - this is not about efficiency, but about activity. Apart from other indicators, these are absolutely worthless.
It is useful to consider operational performance indicators in two cases:
If they are tracked in dynamics within the framework of one company, while the company realizes what it is striving for - to lower or increase the indicator by how many percent per year. When calculating performance indicators, it is important to create a plan of concrete actions, what needs to be done if the indicator “crawled” to the wrong place. Here, training providers can provide consulting support to the customer.
If performance indicators are compared with those in the market (). Abroad, all HR and T&D do this. Benchmarking is the most important factor in determining the learning strategy, as well as determining the necessary resources. For example, if the average market budget for training 1 person is 20,000 rubles, and you have less, you either increase the budget or choose a strategy for using internal training resources. And if it turns out that you are investing in training more than the average for the market, you can talk about this with potential candidates and thereby strengthen the brand of the company as an employer.
Examples of performance indicators:
| Performance indicator | A comment |
| Training budget, as% of payroll (from the company's revenue, from the company's profit) | If you have 3%, and you do not know its dynamics either in your company or in the market - this figure does not say anything at all, especially since it does not say anything about efficiency. |
| Budget for training 1 person per year | It can be considered by personnel categories: top managers, workers, front personnel, etc. Even if a company spends more than others on the market for training top managers, this does not mean that their training is effective. |
| Training intensity | Number of hours of formal and non-formal education per person |
| Purchase price of 1 training day | The indicator is interesting in dynamics and in comparison. It should not grow more than the prices for training on the market rise, and compared with others, it should behave as prescribed by the strategy of working with suppliers (for example, you decide that you work only with the most expensive providers, with foreign providers or only ) | The average number of company employees per the number of employees of the T&D structure For example, in the USA this indicator is 216 people per T&D specialist. And you? |
| Throughput 1 T&D employee | The ratio of the total number of training sessions (external or internal) to the number of employees of the T&D structure. |
| Cost of 1 hour of training | The global trend of this indicator is to decrease due to the widespread use of e-learning and blended learning. |
To come up with performance indicators is not a problem. The problem is to calculate them, especially if the accounting of data in the company is not established, and it is difficult to collect data on the company. But this must be done in order to somehow track the dynamics of T&D activities in the company.
External benchmarking is especially useful. Now on the Russian market there are several opportunities for participating in benchmarking T&D indicators. For example, PricewaterhouseCoopers (PwC) conducts HR Benchmarking Survey, and AXES Management conducts AXES Monitor. These two studies are benchmarks of the company's HR indicators, a small part of the research relates to training and development.
Since 2007, the Amplua-Broker company has been conducting deep benchmarking of Trainings INDEX training and development systems, in which you can compare all the possible performance indicators of your T&D system with the average for the market as a whole and for your industry.
Conclusion: Understanding the “dimensions” of a learning system is helpful. This gives:
- understanding how they change from year to year;
- the ability to compare yourself with other companies;
- basis for making decisions on adjusting the "size".
This group of indicators also relates more to the care of internal training specialists, but training providers play a significant role in their achievement and enumeration.
With the same training budget, different T&D departments work differently. Example: two T&D departments developed similar ones for the same cost (approximately), but in one company 95% of the employees for whom it was intended completed an e-learning course, and in the other 30%.
Determining KPI is quite difficult (you can find fault with every one that you think of), but oh, how useful! T&D departments are patiently trying to create reasonable and objective KPIs in order to have proof of their need for business.
Trainings.ru experts assembled a KPI collection from various sources (books, the Internet, conversations with HR and T&D specialists, ongoing research):
| Kpi | How to count and how it shows effectiveness |
| No show | Percentage of non-attendance at classroom classes - attitude of non-visitors to those who confirmed their participation in the training. Must strive for 0% |
| % transfer of dates of full-time classes of the total number of classes !! This KPI sometimes depends on the provider. | Must tend to zero. |
| Passage of e-learning courses !!! This KPI directly depends on the work of the developer of e-learning courses | The ratio of courses completed to the end of the started. It is counted only for optional courses for e-learning. In Russia, with this indicator, the trouble is that employees start and drop the course, because it is not interesting, it loads slowly, not interactive, not informative, etc. |
| Turnover suppliers | The ratio of “rejected” providers to the total number of signed agreements with providers. |
| Deadline for the withdrawal of a new program !!! This KPI directly depends on the work of the training company involved in the development | The time from the receipt of the request from the business (in any form) to the pilot of the program. It depends on the complexity of the program, but there is no time for business to wait - the period should be reduced to a minimum while maintaining quality. |
| Percentage of programs evaluated using the Kirkpatrick / Philips system | There are indicators that Philips recommend to strive for: At the 1st level, 80-100% of programs should be evaluated |
| Percentage of promotion of participants in the development of personnel reserve programs during the year upon completion of the program | The ideal figure is 100%. |
| Turnover before the end of the talent development program and within 2 years after it | Ideal rate - 0% |
| Top Management Engagement Index | 100% of top managers must N times a year (determined by the company) support the company's training in various forms: as a student, as a teacher, mentor, coach, in the form of quotes motivating for training or articles in corporate or external media. |
| The number of employees who successfully passed the tests (exams, tests) at the end of the course !!! This KPI directly depends on the work of the training company, or rather, its trainer | The ideal figure is 100%. What is “successfully passed” is determined by the company itself. |
| Competency development | Improving competency ratings for the whole company. For example, the average rating of Leadership competency in a company is 3 out of 5 possible, and after training, 4,5 out of 5 possible | Rather, it speaks of the effectiveness of using the coaching resource (underload or overload). It is believed that there is an optimum - 1 training per week (1 or 2 days). |
Conclusion: highlighting the KPI training service or individual employees is extremely helpful. Their values \u200b\u200bindicate how skillfully you use the entrusted T&D resources. The values \u200b\u200bof their KPI can also be compared (and necessary!) With other companies.
Performance indicators of T&D programs (courses, trainings)
Trainings and seminars are held in companies to solve specific business problems (at least it should be), therefore this group of metrics includes business indicators specific to each organization:
- staff turnover
- company customer satisfaction index
- staff absenteeism
- accident rate
- staff satisfaction index
- attracting new customers (index of influx of new customers)
- productivity increase
- company market share growth
- cost reduction
- ... and other business indicators important to the company at the moment
For example, the effectiveness of occupational safety training is measured by reducing or completely nullifying the number of accidents. Effective sales training is considered to be those after which sales will grow. Meeting trainings are successful if meeting times at the company are reduced.
Yes, the achievement of these indicators is affected not only by the T&D program, but also by the management system or the sales system. But the reality is that if everything is fine, everyone will be rewarded, and if not, the T&D department and the provider who conducted the training will be the first to receive it.
The effectiveness of not all programs, but only long-term, complex (and, as a rule, expensive), can and should be determined by the achievement of business indicators or return on investment. Jack philips, the creator of tools for assessing the effectiveness of training programs based on, believes that only 5-10% of all training programs in a company should be considered the return on investment - the longest, most expensive and strategically important. The remaining programs (short, single trainings) can and should be evaluated according to the excellent Kirkpatrick model with 4 levels.
Evaluation of the program on the 1st level of Kirkpatrick is not related to the assessment of its effectiveness - this is the feedback of the trainer's work and the content of the program.
Talk about the effectiveness of the program can only begin with the second level (as far as the participants in the program have learned the knowledge). It is difficult to overestimate the role of the provider in this process (evaluation by the 2nd level) - it is from him that the creation of questionnaires and exit tests is expected. If the provider is confident in the strength of his coach, you can tie the payment of part of the fee to the test results. Many providers are wary of this approach, but in vain. Offering it to the customer, you can agree on a larger fee.
The greatest number of questions and doubts is caused by the calculation of ROI. Most believe that this indicator is biased, it is impossible to calculate it and so on. This is a myth created by those who have not tried to do this and, most likely, do not even know the tools for calculating it. “How would I like to get $ 10 each time I hear the trainer cry that he cannot separate the impact of the training from other factors in the organization,” says Jay cross(Jay cross), President (CEO) of Internet Time Group, discussing the topic of trainers' inability to use a ROI-hammer when hammering training nails.
Unfortunately, in Russian-language publications there is only fragmentary data on how to highlight the impact of training on business indicators (for example, sales growth) and what exactly needs to be done to calculate ROI. The study of practical tools will require from a person not only knowledge of the English language, but also temporary investment in this process. Foreign sources have a lot of cases, articles and books on this topic that give a full understanding of the process.
ROI count is quite real. Yes, this indicator is not without subjectivity, because, for example, isolation of the effect of training is based on expert opinions of people or assumptions about how the process would develop if it were not for training. Note that the assessment at Kirkpatrick's 1st level is the most subjective, but everyone forgets this, using this assessment tool extensively and drawing conclusions about the effectiveness of the training on its basis. So far, has not come up with anything more "monetary" than the ROI.
In addition, you need to understand that the provider alone will not appreciate the return on investment from the program that he conducted with the customer. If you are a provider, and the customer asks to evaluate the ROI of your training, do not even take it. The involvement of the customer’s employees in the process of collecting the data necessary to calculate the ROI (or to assess changes in business indicators, Kirkpatrick level 4) is the key to the success of the process of evaluating the effectiveness of a training program.
For example, a provider has conducted a series of training sessions on conducting meetings. Suppose the company has set the goal of this training to reduce meeting time and reduce its number. To evaluate the ROI of this training program, you need to collect a lot of data. Before the program, for example, for two months (or a month), calculate how many and how long meetings are held in the company, and what is their average cost in terms of the salaries of participating employees. After the program, during the same time, collect the same data and determine the company’s savings in rubles from reducing the number of meetings or their duration. The process of isolating the effect from training in this case will be based on an expert survey of company executives and training participants. They are asked the question: “How much did the training affect the benefits received and how confident are you of this assessment?” For example, the average assessment of the impact of training on the resulting benefit was 80% according to the survey, and the average degree of confidence was 90%. In this case, the amount of savings will be reduced by 0.8, and then by 0.9. It is the adjusted amount that should be taken to calculate the ROI.
This is a small and, of course, superficial example of one of the many methods for calculating the return on investment in training. Its purpose is to illustrate that it is possible, nothing more.
No need to think that calculating ROI is hard, exhausting work. Start with the easy way - select one business indicator that your training program should influence (a series of trainings), measure it before and after training, determine profit, isolate the effect of training (for example, by an expert survey) and consider all costs (do not forget to include training cost in terms of salaries of participating employees).
The definition of business indicators, in fact, is an honest answer to the question: “What will the business get from the training?” It is not necessary to think that this cannot always be clearly defined. ALWAYS, if the business really needs training. Answer the question “Why goat (business) button accordion (training)?” Until you get an answer. If you persevere, he will come.
By the way, according to the results of the Profi Online Research company’s study “Ways to Improve Employee Skills as a Weapon in Competition” (Q3 2007), 9% of companies estimate the return on investment of training programs (sample - 798 people).
Conclusion: if you want to evaluate the effectiveness of a particular training (training program), go up to level 4 of the Kirkpatrick model and necessarily to level 5 (ROI) - only for long-term, strategic training programs.
We evaluate efficiency comprehensively
Each company, ideally, should determine for itself indicators from all three groups (about the activities of the training system as a whole, about the success of T&D employees and the benefits of training for business).
It is extremely useful to analyze them in a complex. Agree that you can achieve a high attendance of trainings in the company and not even greatly inflate the budget for training, but the training will not be effective for business. You can have a large T&D department, a well-thought-out strategy for working with training companies, but staff turnover will increase. On the other hand, the staff turnover may decrease, but the price of the issue will be too high - you will understand that you spend much more than your competitors on training.
The most effective training system is the one that, in the best way (high KPI T&D departments) contributes to business results (high levels of 4th and 5th level of Kirkpatrick / Philips), having at its disposal resources below the market average (optimal operational indicators training system activities).
Do employees develop trainings and courses? How to measure the effectiveness of a training manager.
When developing KPIs for this manager, do not limit yourself to easily measurable formal indicators of his work. Say, the number of organized trainings, the number of participants or the size of financial costs. After all, it is also very important whether the topic, lecturer (coach) was correctly chosen, whether the employees were comfortable at the training, whether all participants could hear what the lecturer was talking about, and see what he wrote on the board.
In a word, introduce such key indicators with the help of which it would be possible to evaluate the quality of work of the training manager. After all, the company is interested primarily in the fact that employees are well aware of the material and successfully apply knowledge in their work. Therefore, before implementing KPI, specify the goals that need to be achieved through employee training, and consider them, drawing up a work plan for the training manager and developing performance indicators for him. One of the goals is more efficient work of the company, its results. This means that the manager’s task is to organize such training that will increase the qualification level of staff. Another goal is to expand the market. Then the manager’s task is to select highly specialized trainings and train employees responsible for working with clients and for promoting goods and companies in the market — marketing specialists, public relations specialists, sales managers, and regional representatives. If with the help of training the company plans to start production of new products, launch a production line, your subordinate needs to organize training for developers of new technologies so that they can implement their ideas in a format that meets modern market requirements. Next, we offer you universal KPIs for the training manager.
Indicator 1.Number of training events organized by your subordinate
Verify the learning plan with what is done in reality. In the plan, you probably indicated how many hours for each program are needed. Suppose, for HR managers, 10 training hours under the E-Staff program, for leading auditors, an ACCA course of at least 50 hours. If all this actually turned out to be, it can be considered that the training manager fulfilled this quantitative indicator by 100%.
Indicator 2.The total amount of training costs and per employee
You need to see how much the services of trainers and training companies cost. If the manager resorted to the services of expensive teachers, check what is justified. Check how much was planned to spend on training (the figure should be indicated in the HR budget) with how much was actually spent. Put down the corresponding points in the score sheet. Suppose the manager remains on budget. Put then 0 points (coped with the task); if you save 10% - 1 point (you can accrue a bonus on the condition that the training went well); exceeded the budget by 10% or more: minus 1 point (you can lose the premium).
The amount of costs per employee is calculated as follows:
PZT \u003d (ЗК + ПТ + М + ПН + ЗТ + ЗУ + НР): KP,where:
PZT- indicator of training costs per participant;
ZK- costs for a consultant (for example, 35,000 rubles);
PT- rental of space for training (for example, 14,000 rubles);
M- materials, paper, notebooks, other office (for example, 45 000 rubles);
Mon- soft drinks, food (for example, 27,000 rubles);
ST- costs of the trainer's work (for example, 37,000 rubles);
Memory- costs of participants (for example, 75,000 rubles);
HP- overhead costs for training (for example, 26,000 rubles);
KP- the number of trainees (for example, 35 employees). If you make a calculation using the formula using the values \u200b\u200btaken as an example in parentheses, you get 7400 rubles. You only need to evaluate whether this amount fits into the budget.
Indicator 3.Number of trained employees
This indicator is used to check if all of those who must be trained have done so. When the number is planned in advance, then you just see if they are all trained. Suppose a company introduces a new automation system. This means that the number of employees who have undergone training should be equal to 100% of the entire staff of the company. If not all have been trained, then this is a minus for the HR manager.
Indicator 4.During what time did the manager conduct all employee training events
In a word, did he meet the deadlines. Say, following the plan, for six months it was necessary to organize two trainings for specialists in the sales department and one long-term training for accounting and for the personnel department. If everything that was planned was carried out on time, then the manager’s work rating is high.
Indicator 5.Quality training
Three factors can be an indicator of the quality of training: the form of training, the quality of the knowledge gained, and the conditions in which the training was conducted. The form of training is very important, and your subordinate chooses it. If it was necessary to organize seminars, and the training manager chose training, such training is ineffective.
Example
The trading company introduced a new workflow system, which is based on an advanced computer program. It took training in bookkeeping, human resources, and the sales force billing stores. The training manager invited a specialist from the branch of the developer company, who gave several lectures to the employees. To accountants, human resources and sales managers, everything seemed clear. However, after listening to a course of lectures, they could not use the system in their work. It became clear that the manager had chosen the wrong form of training. It was necessary to organize training in which at the same time it would be possible to perform tasks on a computer.
How well employees were trained is evaluated by the results of testing the knowledge gained. An indicator of the work of the training manager is the number of correct answers that employees gave to the test questions. In the rating sheet you can indicate the ratio of the number of correct answers to the total number of test questions and the corresponding rating to the manager. For example, 100/100 (for this, give 1 point to the subordinate), 70/100 (the score is 0.7 points), 50/100 (the work of the manager is estimated at 0.5 points). The quality of training depends on the conditions in which training takes place. Everything is important: it accommodates or does not accommodate all students in the room, is there any equipment - devices for showing slides on the screen, microphones, computers.
Example
The training manager of the grocery plant organized training for sales staff (40 hours). It turned out that part of the classes was combined with courses for specialists of other companies (they were taught by one teacher), because of which I had to move to a more spacious room, but those who got seats further could hardly hear what was being said, and almost did not saw the lecturer writing on the blackboard. Specialists in the sales department simply missed part of the training material and did not learn it. In such a situation, it is hardly possible to evaluate the work of the training manager clearly positively. After all, he had to agree on a training program and take care of a suitable room, special equipment so that all participants in the training could see and hear everything and so that they could perceive the information.
Indicator 6.
The ratio of time allotted for training and working time
The company is interested in educating employees without harming the workflow, so that while improving some indicators (staff qualifications), not lowering others (their productivity). Therefore, the training manager should be able to maintain a reasonable balance between work and study, coordinate the dates and times of classes with employees, because they may have urgent matters.
Example
In one consulting company, the personnel manager was instructed to organize training of auditors at the IFRS rate in English. To do this, the manager found one of the best specialists in this field, compiled a schedule taking into account the wishes of the teacher, booked the premises and sent an e-mail to the employees. It stated that from April 12 to 22, from 10 a.m. to 7 p.m. they should attend classes on the first floor of the office in office 14. On the first day at the appointed time, the office was empty. Auditors worked on a new project. Clients are certainly more important than study. Accordingly, the money paid for training was lost. You should not have to devote so much time to training (in fact, the whole working day). It would be more effective to plan the classes so that they almost did not distract employees from performing their duties: say, two to three hours three days a week.
It is optimal to conduct classes like this: two hours at the end or at the beginning of the working day so that employees can not interrupt work. Estimating the ratio of training time to working time, proceed from the norm, for example: two hours a day, two days a week, a week a month. At the same time, study time should not be more than 10% of working time.
Attention!
Not always everything can be envisaged and all the courses and trainings that you may need to be included in the plan of the training manager in advance. Sometimes it becomes necessary to urgently train staff outside the plan. Therefore, always leave the opportunity to supplement the plan with short-term training. And when you will check whether the manager’s work corresponds to key indicators, do not forget to take into account such training, include it in the evaluation sheet.
Direct cost of training
The most obvious of these costs include:
- payment of consultants and services of external contractors;
- renting a classroom (if the training is not at the workplace);
- the cost of acquiring equipment or its rental;
- supporting and program materials;
- nutrition.
Training overhead
Under such costs are understood:
- salaries and benefits of teachers;
- salaries and benefits of students;
- general overhead costs (acquisition of training materials, payment for transport, if employees were organized to be delivered to the place of employment, meals).
For information on how to draw up an HR budget for a year, read the annex to the journal “HR Director” in 2012.
The conference was organized by RBC media holding in partnership with the international leader in the development of applications and services for distance learning, iSpring, as well as with the support of the Moscow International Higher School of Business MIRBIS.
The editorial staff of the COMPETENCE portal managed to attend the event. We would like to present one of the best reports of the Conference in the form of a summer speech.
Ulyana Ravedovskaya, Head of Methodology Department, Rosatom Corporate Academy
Evaluation of the quality of programs and certification of trainers, how to “embroider” this in KPI?
We have 180 programs in the portfolio - this is what we conduct at the Academy for our participants constantly. We develop 70-100 programs a year and then we process them significantly. Developers are our methodologists, trainers are those who lead programs, and among the developers there are industry experts and external experts. There are many more experts than trainers and methodologists. The Academy makes leadership programs, procurement, project management, etc.
How to evaluate the quality of training and how to “sew” it into KPI
To evaluate the quality of the programs, we developed and created:
- Uniform requirements for programs. They evaluate all programs, including those developed by external experts.
- Expert and methodological council that evaluates each developed program according to 11 criteria
Here are some of the 11 criteria by which we evaluate each new program:
1. The requirements and objectives of the program to change knowledge, skills and attitudes.
The developer at the stage of creation must decide what will change at the end of the program in terms of knowledge, skills and beliefs. This is recorded in the document, and see how realistic it is. Often, developers write quite general things, or those that are impossible to achieve.
2. In the work plan, the program should describe the method, format of work, result and time.
For example, when describing the result, the developer should record about each exercise how the methodological unit should end. Rule: the results of all methodological units should give a general result of the goals and objectives of the entire program as a whole. This is a rather difficult job.
3. A workbook and all materials are informative, readable, visualization facilitates perception.
A workbook is a real textbook that describes all the technologies and approaches. The participant must be able to take advantage of the result of working with this notebook one year after the training. There are all the key exercises.
Expert and Methodological Council
These are 12 people of the Academy, heads of blocks and centers, methodologists and experts who regularly evaluate programs. The assessment takes place first in absentia, when the expert receives the materials, puts the marks and writes comments. Then everyone gathers for a face-to-face session, the developer answers questions and then the experts put the final grade. This body has been working at the Academy for a little over 1, 5 years. The experience of evaluating other people's programs is very valuable, as it allows you to distinguish good programs from bad ones. Thus, experts learn to see well-made programs and slowly and surely begin to demand the same level from their developers.
KPI appeared in 2017 and consists of three components:
- The first is the quality of development on a three-point scale. For example, if a program receives less than 2.1 points in quality, it is not carried out.
- The second is the implementation of the development plan by quantity.
- The third is the execution of the development plan by the deadline.
Trainer certification
We work with very different trainers: full-time, functional, our partners are well-known trainers in the market and local trainers in the field.
After selection, the training program is transferred as a participant and then a methodical analysis. This option has specific goals and objectives. Next is the required exam. The future must prove his readiness that he will carry out this program as it should. There is a package of materials that he must master during the transfer.
Criteria for evaluation:
- Expertise
- Work with content
- Practice organization
- Engagement with the audience
The certification is sewn into the trainer's KPI by the deadlines. The KPI of the trainer is also a response of the participants, an assessment of the quality after the training.
Maria Ogareva, business coach
About ten years ago, the KPI system was introduced into our minds as an innovative management mechanism. Meanwhile, this is just a system of fines, the use of which hides the inability of top managers to lead. It has nothing to do with motivation to work, and therefore it can become disastrous for the organization.
Unfortunately, management science and the ability to lead are now trying to replace all kinds of technologies.
Some company directors, for example, dream of getting some kind of magic tool that will begin to generate a stream of leads (customers). They are convinced: if CRM is implemented at the enterprise, then everything will work out by itself, without any participation, sales managers will begin to bring profit to the organization.
IT tools are undoubtedly useful and convenient. However, in my deep conviction, before using them, the manager must master and implement management technologies in his enterprise, which is called “manual”.
What is real management
The trouble is that in our country there is no managerial culture, there is no necessary number of specialists who could explain that the director of the company is not the one who deals with CRM and leads. The latter is the competence of the employees who are under it and, according to their functions, under his control carry out assigned tasks. It is they, and not the manager, who are required to provide the company with customers. Everyone must do their job.
In particular, the real manager is the real manager. And this, I recall, is a whole art. This is the ability to achieve the goals of the company with the help of its employees, which is simply impossible without building a system in which people voluntarily, efficiently and joyfully carry out their work. At the same time, they grow professionally, develop, believe in their leader and follow him into the personnel reserve.
It is such a skill that needs to be studied now, and not the ability to decompose all this into CRM systems or some other templates.
Can fines motivate
Let me remind you that the wage system using KPI is the division of wages into two parts: mandatory, which is required by law, and additional. This or that part of the latter is paid to the employee in proportion to how well he fulfills his duties, how completely he closes them.
Roughly speaking, KPI is a system of fines for non-compliance with a post. And at the same time, as we are told, it is an ideal tool for the formation of material motivation of employees. Doesn't this combination seem absurd to you?
In general, what kind of material motivation can we talk about when a person is simply not given money? Moreover, often without understanding why he did not fulfill the required functionality: maybe they didn’t give him corrupt tools? Or did not learn to use them? Maybe they did something else wrong ...
By the way, did you personally have to fine an employee for not fulfilling duties? If so, I suggest participating in a mini-test and checking how much you have completed your functionality as a leader before this.
Before throwing a stone at an employee
Block of questions No. 1: When accepting a person for work, were you guided by the rules of competent recruitment? Do you have a good specialist who can read the psychology of people, select and fine-tune them to each other? Does he know how to prescribe competencies and gain on them?
If yes - congratulations, you will not hire incapable employees.
Block of questions No. 2: Has your marketing department created a quality sales package for your product? Have you recruited good managers and formed a system of training and introducing people to work? Starting it, trained employees get hot leads?
Did you answer all the questions positively? Excellent! So the people you hired know why they came to you and what they’re doing here. They got all the introductory ones, they created all the conditions for work, they work with pleasure. It cannot be otherwise, because quality people in a quality system will always work efficiently.
Now imagine what you say to them: “At the end of the month, we will cut your salary by half, because you smoke, you didn’t arrive on time, or you didn’t fill out a yellow piece of green paper.” How then will your specialists begin to relate to work? That's right: exactly how you feel about them.
What is KPI?
But what if the employee, having received all the introductory and tools, still does not fulfill his duties in any of the shares? Understand: it means that he is not able to fulfill them. And the man has nothing to do with it, it was you who made the mistake of taking it to work. In this situation, you only have to change the job function, or change the employee.
Thus, there are only two reasons why the employee you hired does not fulfill his duties. The first is that the company does not have a management culture, once it enters, a person automatically starts to work qualitatively, stops being late or forgets to fill out reports. The second - the company has not debugged a system of competent personnel selection. And in both cases, this is nothing more than a direct consequence of your managerial mistakes.
Realizing this, a quality manager will correct them, and a poor manager will try to hide his insolvency behind a system of fines called KPI. That is, he will make employees pay for his own mistakes.
Maybe you do not agree with me?
Do you think that fines bring some benefit and are necessary for your company?
By the way, I had to observe several organizations in which the existence of fines was justified, because they were a source of funds for the formation of the 13th salary for the team. And at one of the enterprises I knew, the brilliant general director managed to convince investors for several years in a row that he personally needed the 13th salary thus formed!
Of course, if you look at the system of fines from this side, it has a certain meaning and is needed as an article of the company's additional net income. But by no means as a managerial mechanism.
In conclusion, I will share another life hack. Paradoxical as it may sound, bonuses and rewards are no less harmful than fines. People are so accustomed to a free piece of “pie” that, if suddenly, for some reason they don’t get it, they are annoyed and stop working with full dedication. Therefore, additional pay is possible only with an increase in functionality, which is absolutely logical.
Photo courtesy of Maria Ogareva
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