Training Plans in Private Companies. Training Consultancy.

1. Grupo ALCÁNTARA
@IAFormacion
facebook.com/InstitutoAlcantara.ConsultoresFormacion
www.linkedin.com/company/instituto-alcantara
Meetings with Private & Public Institutions in Spain
Modernization of PES
Training Plans in Private Companies, ROI,
Productivity and Employment
Córdoba, 2nd of April 2013
Enrique Garcés
Alcantara Group – Training Division
Assistant Manager

3. P A R T I
A B O U T U S

4.  Founded in 1926 with a clear
multidisciplinary mission, Alcantara
Group has focused its service
offerings towards improving all
aspects of the operation of enterprises
in all of its areas, as well as growing
employability and productivity of
workers.
 To do this, we put our daily effort to
improve the processes of training and
advising people and companies, that
do their best to grow in the market.
M I S S I O N

5.  To meet effectively and efficiently, the training and
consulting needs of our clients, through projects which are
closely linked to achieving business goals.
 To implement in our supply chain, processes that facilitate
innovation and excellent performance, so that we can
achieve our ultimate goal, which is to provide continuity in
time to our business.
V I S I O N
ISO 9001:2008 Certification Business Trajectory Award.
Spanish Association of Training Companies

6. C O R P O R AT E S T R U C T U R E
Business
Consultancy
Training
TAX &
ACCOUNTING
CONSULTANCY
HUMAN
RESOURCES
CONSULTING
TRAINING
CONSULTING
SECURITY
STUDIES AND
STRATEGIES

7. P A R T II
I T ´S S T A T E O F T H E A R T

8. Lisbon Strategy - 2000
The EU set an
ambitious strategic goal:
“To become, by 2010,
the most dynamic and
competitive knowledge-
based economy in the
world, capable of
sustainable economic
growth with more and
better jobs and greater
social cohesion.”

9. A new agenda…
We have to invest in the employability
of citizens.

10. Unfortunately…
 Today, Europe is not the world's most
dynamic area in terms of employment,
growth and innovation.

11. Europe 2020: a New European
Strategy for Jobs and Growth
 More inclusive and efficient labor
markets.
European Council March 2010

12.  To think that the solution may be the
modernization of the workforce to
increase productivity is not
realistic, taking into account the
educational levels, the differences
between European countries and
demographic pressure and migration.
 UE competitiveness lays on
competitivity of every citizen.

13. Key Process Indicator (KPI)
Longlife Training Individuals

14. Investing in People
 Investing in human capital is crucial to
achieving Europe’s goal of smart, inclusive
and sustainable growth. The recent crisis
strengthened the need to equip people with the
right skills to improve their labour market
prospects.
 The Europe 2020 strategy set the target of at
least 40% of 30-34 year-olds completing third
level education.
 The new European strategic framework for
cooperation in education and training (ET 2020)
foresees that at least 15% EU average of
adults aged 25-64 should be participating in
lifelong learning by 2020.

15. Any Idea About your Average…?

19. Drivers of application
of training measures by firms

21. The need for continued investment
in education and training, to meet
the
European Strategy for Jobs and
Growth
More knowledge
& skills-intensive
jobs
People lack the
right skills
People are more
vulnerable to
labour market
change
Employers must
use better the
skills and talent
Foster
innovation
And people’s
development

22. SHARED
RESPONSIBILITY WILL
BE ESSENTIAL
COOPERATION
BETWEEN
GOVERNMENTS AND
ENTERPRISES
DIMINISHING
PUBLIC
EXPENDITURE
CUTS IN PUBLIC
SECTOR
BUDGETS
WHERE ARE WE…?
WHERE WE DO HAVE TO GO

23. “Enterprise investment in continuing vocational
training, designed to promote human capital
resources, is a key dynamic of economic
performance, competitiveness, and
employment in Europe and reflects the role of
enterprises in resolving labour market
imperfections and employment imbalances. “
Continuing Vocational Training,
Competitiveness and Workforce Employability
European Union Manual
Continuing Vocational Training Survey

24.  Lifelong learning vs job transitions
 Companies focus on high skilled workers rather
than those who are most in need of up-skilling
 In-company training and CVET and skills
mismatch
 Priority areas?

25. • “We have no time, we have no money”
• “My employees do not need any training”
• “If I train them, then they’ll leave”.
Etc...
Training ?

26. CVTS , 74% of those firms who did
training, stated that the actual
skills and competences of their
staff matched the current needs of
the company.
53% of such firms used
recruitment to as a strategy to
solve skills needs.
Training?

28. P A R T III
C O N T I N U I N G P R O F E S S I O N A L T R A I N I N G I N S P A I
N

29. CONTINUING
PROFESSIONAL
TRAINING IN SPAIN
“Training for Employment”

31. Training for Employment: Main
Purposes
1. Facilitate lifelong training throughout the life of
workers.
2. Provide knowledge and practices appropriate to the
needs of businesses and workers.
3. Improve productivity and business competitiveness.
4. Improve the employability of workers
5. Promote the accreditation of the
professional skills acquired by
employees

32. Training for Employment “Breakdown”
New Model - Decree 395/2007
“ON DEMAND”
TRAINING
SPEE + FTFE
Bonus in Companies
PIF (Individual training
permission)
“OFFER”
TRAINING
SPEE + FTFE + REG.
GOVERNMENT
Training for
Unemployed
Training for Employed
Training for Special
Needs
“ALTERNATE”
TRAINING
SPEE + REG.
GOVERNMENT
Training Contracts
Public
Employment/Training
Programs
SUPPORT
ACTIONS FOR
TRAINING
SPEE + FTFE + REG.
GOVERNMENT

33. Financing and Budget
FUNDS 2011 Budget
Social Security Payments
(Professional Training Share)
1.979.778.300 €
European Social Fund 100.000.000 €
SPEE 934.022.420 €
Total 3.013.800.720 €
Ministry of Labour determines budget and allocation

34. OPERATIVE
COSTS
1%
FUNCTIONARY
TRAINING
4%
BONUS IN COMPANIES
17%
STATE-OWNED OFFER
17%
COMMUNITY-OWNED
OFFER
37%
TRAINING &
EMPLOYMENT
PROGRAMS
11%
OTHER
RECUALIFICATION
PLANS
13%
TRAINING FOR EMPLOYMENT IN SPAIN - 2011 BUDGET
OPERATIVE COSTS
FUNCTIONARY TRAINING
BONUS IN COMPANIES
STATE-OWNED OFFER
COMMUNITY-OWNED OFFER
TRAINING & EMPLOYMENT PROGRAMS
OTHER RECUALIFICATION PLANS

35. € Millions
OPERATIVE
COSTS, 39
FUNCTIONARY
TRAINING, 128
BONUS IN
COMPANIES, 518
STATE-OWNED
OFFER, 506
COMMUNITY-OWNED
OFFER, 1105
TRAINING &
EMPLOYMENT
PROGRAMS, 317
OTHER
RECUALIFICATION
PLANS, 400

36. 30% Reduction in 2012 Budget
but
10% Growth (Bonus in
Companies)
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
100.00%
100.00%
69.50%
2011 - 2012 BUDGET
YEAR 2011
YEAR 2012

37. Data Analysis

38. Companies that do “bonus
training”

39. SME (small-medium
enterprises)

40. SME (small-medium
enterprises)

41. Large Enterprises

42. “Participants”

43. Participants & Business
Sectors

45. Gender Perspective

46. Age

47. Type of Learning

48. Type of Learning vs Learning
Hours

49. Top #10 – Training Contents

50. P A R T IV
B O N U S T R A I N I N G I N C O M P A N I E S

51. WHAT KIND OF COMPANIES
ARE ELIGIBLE TO USE
CONTINUOUS TRAINING
BONUS SYSTEM?
Spanish companies
located in Spain.
Any size, any sector
Make payments for
Professional Training
share to the Social
Security System
WHAT KIND OF WORKERS
PARTICIPATE IN TRAINING
COURSES
 Employees (only private
companies)

52. Payments for Professional Training Share to the Social Security
System
(previous year)
X
0.7 Rate
Bonus
From 6 to 9 employees 100 %
From10 to 49 employees 75%
From 50 a 249 employees 60 %
 1-5 employees – FIXED ANNUAL BONUS – AMOUNT 420 EURO.

53. Type of
Learning
Training Level
Core Advanced
In Present 9 euro 13 euro
On-line 7,5 euro
Distance 5,5 euro
Blended Calculations
ECONOMIC MODULES
PRIVATE COFUNDING
Staff Co-funding
Less than 10 employees 0%
From 10 to 49 employees 10%
From 50 to 249 employees 20%

54. An example:
- Company holds 6000 euros for bonification.
- Company needs training in salesforce.
- 7 sales people.
- Training provider suggests Blended Learning Course.
25 hours online + 10 hours in presence
- How much is the bonus, they can apply in their next paymen
social security system?
(25 h x 7.5 eur) + (10 h x 9 eur) = 277.5 eur/participant
277.5 x 7 sales people = 1942.5 eur.
6000 eur – 1942.5 eur = 4.057.50 eur. Available for further training

55. Company signs an
Agreement with
Training
Consultancy
Enrolls participants
in a training course
Training
performance
Payment to the
training provider
Application of the
bonus in Payment
to Social Security
System
1
2
34
5
Path for Bonifications

56. Customized training
solutions
DIAGNOSIS (Analysis)
PLAN (Design)
TRAINING (Do)
EVALUATE (Check)
1
2
4
3

57. Effective Training Course
vs.
Training Focused on The Effectiveness of People
EFFECTIVENESS
OF PEOPLE
• ON THE BASIS
OF BUSINESS
GOALS.
EFFECTIVE
TRAINING
COURSE

58. 20%
10%
70%
WHERE DOES THE PROCESS OF LEARNING TAKE
PLACE?
Antes asistir a la formación Durante el desarrollo de la acción formativa En el puesto de trabajo
26%
24%
50%
KEY POINTS FOR EFFECTIVE LEARNING PROCESSES
Diagnóstico y diseño Acción formativa Seguimiento

59. ANALYSING NEEDS & CUSTOMIZING TRAINING SOLUTIONS
Logística Interna
Logística Externa

60. 1
•NEEDS ANALYSIS
•Internal Analysis: Mission/Vision, competitive advantage and
positioning.
2
•LINKING TO PRODUCE TANGIBLE RESULTS
•Main Business Purposes: Productivity, Continuity, Acknowledgement
3
•DEFINITION OF GOALS & OBJETIVES RELATED TO COMPANY
VALUE GENERATION CHAIN
•(Marketing - Sales- Production- After Sales)
4
•MAPPING & GAPS
•Main goals vs. Human Resources
5
•COMPETENCY MAPPING
• Technical vs. Attitudinal Training
6
•FOLLOW UP
7
•PERFORMANCE EVALUATION
•Specific products for HR strategic planning
Stage 1
Stage 2
Stage 3

61. KEY POINTS
 KPIs linked to measurable data.
Trainees participate in the design of the training.
 Tell the participants what are they going to
learn, why it is important, and what are they going to
be asked to do during and after the training.
Inform the trainees of the kind of support they are
going to receive before, during and after the training.

62. “Kirkpatrick Training Evaluation Model”
Level 1
REACTION
Level 2
LEARNING
Level 3
BEHAVIOUR
Level 4
RESULTS

63. Best Practices
Case of Study :
Upselling in Front-Desk
Hotels Chain

64. Main Objectives of the Project
A) The development of the Philosophy of Value and
Increased Customer Satisfaction through commercial
activities of up-selling.
B) Increasing rates of efficiency and effectiveness of
human resources business serving in the Front-Desk.
C) To promote creative and strategic thinking.
D) Involve staff in the design of strategies to ensure an
adequate level of performance.
E) As a result of the above, promoting the acquisition of
personal commitments.
F) Agree and validate sales targets.
INSTITUTO ALCÁNTARA

65. “Kirkpatrick Training Evaluation Model”
Level 1
REACTION
Level 2
LEARNING
Level 3
BEHAVIOUR
Level 4
RESULTS

66. “An investment in knowledge
always pays the best interest”
Benjamin Franklin