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Business Plans

Companies have development and performance objectives. They have to keep up with the pace of technical innovation and increasing competition.

It is essential that companies have access to competent and motivated staff when they are needed.


Training is a factor in:

  • Competitiveness and performance,
  • Maximising human capital,
  • Assisting with restructuring, flexibility and mobility,
  • Assisting with recruitment,
  • Employee motivation and satisfaction,
  • Corporate social responsibility,
  • Assisting with social dialogue,
  • An investment to guarantee sustainability,

Balancing skill needs and resources.

It is vital for the company to continually develop in order to keep up with changes to its environment.

Client demand changes as:

  • New needs are constantly emerging,
  • New requirements in terms of price, quality and deadlines arise.

Rapidly-changing markets require companies to adapt in order to hold on to them and to innovate in order to win new markets.

On an internal level, technical and technological advances mean that companies need to think and act in new ways in order to maintain and develop their competitive edge in the face of increasingly fierce competition.

Employees themselves show a willingness to change which should henceforth be recognised by the company. 

In this context, continuing vocational training is a powerful and effective driver of change, the aim of which is to continue to adapt employee skills to the requirements of their position. It also prepares for the future given that, ultimately, particular positions are likely to change or disappear.

Continuing vocational training therefore aids the current and future balance of needs and company skills resources.


Motivating and winning the loyalty of employees

A dynamic training policy increases staff involvement and company appeal, thus contributing to keeping skills within the company as well as attracting new ones.

Continuing vocational training meets the expectations of employees who wish to develop their position or move towards other positions that they are interested in. It also prevents lack of motivation, frustration and boredom which are likely to push the most determined staff members to look for better career prospects elsewhere.

By responding to legitimate staff aspirations, the company will in return benefit from increased commitment, win the loyalty of its best assets and ensure the sustainability of its expertise.

Instilling quality management

The preparation and implementation of a training policyinvolves thought and organisation in order to create a new mindset within the company, particularly in terms of supervision.

Indeed, the identification of training needs involves active participation of supervisors, who act as an interface between management and the relevant employees or teams.

Continuing vocational training therefore prompts dialogue and consultation between all of the stakeholders on the objectives sought and on the ways to meet them. In this way it is a motivational force which leads to sharing and the decentralisation of responsibilities.

Training and the Business Plan

Below are some examples of business plans, in order to better identify the role of training in relation to a business plan:

  • Develop new markets,
  • Make new investments,
  • Change business activity,
  • Merge with another company.

Based on its project, the company prepares development strategies which also aim to satisfy its clients and shareholders in the long-term, meet its economic objectives to remain profitable and competitive and involve its staff.

The business plan is used as a basis for employee training, to give employees a purpose and to position them as a strategic driver of the company's economic and social development.

In order to implement its plan, the company sets out the operational objectives to be met, based on a human resources management policy (HRM) which provides suitable skills. The company has to find the optimal balance between the objectives to be met and the available skills.

In addition to recruitment, geographical or functional mobility, management of working hours for greater flexibility, organisation of work and the definition of positions or even organisation of management, training is a means available to the company to fill any skills gaps and meet its objectives.

Training is not an end in itself, but is justified by its contribution to an overall human resources management and development process.

The  training policy developed by company management goes back to the training priorities with a view to developing the individual and collective skills required to implement its plan in the short, medium and long term.

Examples of training policies
  • Favour promotion and internal mobility over recruitment,
  • Enable savings to be made, particularly by eliminating elements of poor quality,
  • Pursue efforts to raise quality through training on quality tools,
  • Enable any "supervisor" to become a potential internal trainer through training of trainers,
  • Develop a "customer service" culture within the company.

By defining their priorities, the company management directly guides the selection of training strategies in order to implement the training policy consistent with these strategies which include the analysis of employee training needs.

The training plan is the operational tool intended for managing training in qualitative and quantitative terms within the company.

 

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