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Effective Workforce – a Competency Development Program for employees – TalentHunt

Effective Workforce – a Competency Development Program for employees

Mainly in client-oriented jobs, such as SSC, financial institution employees, customer service professionals or any kind of white collars workforce needs some specific skills to be able to do their own job professionally. We have developed a 100 hours (2 months) vocational training program for them. The "Workplace Competency Development" training program is a licensed vocational program. The resons why it is more effective than the traditional classroom trainings are the innovative, intensive training methodology and our industry expert trainers of course.
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The training program and its target groups

Below is a short description about the target group and benefits of the "Development of Employee Key Competences" (Registration Number: E001412 / 2016 / D002).

The recruitment of new staff with the proper knowledge and competencies becomes more and more difficult, therefore retaining the existing well-trained and skilled manpower is of the utmost importance.

Practice became general that employers already hire candidates who would not be in the "normal" labor market conditions - in case of an employee's competitive position.

In addition develop their kknowledge and skills needs more and investment, more care than the others and unfortunately, they will quit in a larger proportion within a few month, causing significant losses for employers.

In response to these challenges in the labor market environment, we have developed our workforce supply, development and retention program, which significantly reduces the company's dependence on the labor shortage and the significant cost of searching for manpower.

Target groups

New employees (recruiting + screening + training)

This group includes employees who are considered appropriate by the profiles provided by the Customer and who are enrolled after admission to the 2-month " Development of employee key competences" training. Thus, those who have been recruited before starting their work will have a general knowledge of the competence development needed for successful work and partly company-specific knowledge.

Existing employees (training)

Here are the employees who have already been admitted, but are difficult to integrate, or who want to leave the employer - who are uncertain, unmotivated in their goals.

Key employees amongst the existing team members (development)

For colleagues who are:

  1. work for a long time in the organisation,
  2. they have little opportunity to continue their study in educational institutions;
  3. although not appointed leaders, they (will) have several tasks that require more autonomy and stronger action;
  4. recognized colleagues who, because of the above, need to be strengthened in the organization, so their presence and loyalty will be important in the future.

In many cases, the employer's loss is bigger when the worker leaves the organization, as new recruitment, training and integration steps are needed to replace those who have left the organisation, who, in addition to company knowledge and company-specific knowledge, also require competence development, according to our current experience.

Benefits of the program

For the employer

  • the number of professionals who can be recruited from the labor market is expanding ("the ones that are still inadequate" can reach the level "already available");
  • cost savings by reducing fluctuation:
    • stability of the workforce planning (a 2-year commitment is recommended in the training contract)
    • the departure of the unmotivated professionals who are already working in the organization can be (partially) prevented
  • the organizational operation and the expectations are recognized by the participants of the training even before the entry (continous flow of information during training, learning to apply to company-specific knowledge)

The methodology of the training

The most important core competencies

Self-management, collaboration, communication persuasion, problem solving, customer focus, organizational prioritization, project approach, goal and result orientation, proactivity.

The methodology used

  1. Training type, interactive courses;
  2. Cooperative learning methods;
  3. Group coaching techniques;
  4. Practices that develop a structured approach, common thinking, problem solving, and debate;
  5. Team-oriented attitudes, flexibility-enhancing tasks;
  6. Situations that help develop openness, empathy, sensitization
  7. Tests that support specific topics related to knowing their own dominant operations;
  8. Feedback based on individual and group goals;
  9. Templates, modules and periodic summaries - organizational examples, tasks, and solutions;
  10. A model of competence development on individual topics: recognition of own operations - understanding of the work of employees - understanding of organizational operation - applying knowledge to customer relationships.