1. Grupo ALCÁNTARA@IAFormacionfacebook.com/InstitutoAlcantara.ConsultoresFormacionwww.linkedin.com/company/instituto-alcantaraMeetings with Private & Public Institutions in SpainModernization of PESTraining Plans in Private Companies, ROI,Productivity and EmploymentCórdoba, 2nd of April 2013Enrique GarcésAlcantara Group – Training DivisionAssistant Manager
2. P A R T IA B O U T U S
3. Founded in 1926 with a clearmultidisciplinary mission, AlcantaraGroup has focused its serviceofferings towards improving allaspects of the operation of enterprisesin all of its areas, as well as growingemployability and productivity ofworkers. To do this, we put our daily effort toimprove the processes of training andadvising people and companies, thatdo their best to grow in the market.M I S S I O N
4. To meet effectively and efficiently, the training andconsulting needs of our clients, through projects which areclosely linked to achieving business goals. To implement in our supply chain, processes that facilitateinnovation and excellent performance, so that we canachieve our ultimate goal, which is to provide continuity intime to our business.V I S I O NISO 9001:2008 Certification Business Trajectory Award.Spanish Association of Training Companies
5. C O R P O R AT E S T R U C T U R EBusinessConsultancyTrainingTAX &ACCOUNTINGCONSULTANCYHUMANRESOURCESCONSULTINGTRAININGCONSULTINGSECURITYSTUDIES ANDSTRATEGIES
6. P A R T III T ´S S T A T E O F T H E A R T
7. Lisbon Strategy - 2000The EU set anambitious strategic goal:“To become, by 2010,the most dynamic andcompetitive knowledge-based economy in theworld, capable ofsustainable economicgrowth with more andbetter jobs and greatersocial cohesion.”
8. A new agenda…We have to invest in the employabilityof citizens.
9. Unfortunately… Today, Europe is not the worlds mostdynamic area in terms of employment,growth and innovation.
10. Europe 2020: a New EuropeanStrategy for Jobs and Growth More inclusive and efficient labormarkets.European Council March 2010
11. To think that the solution may be themodernization of the workforce toincrease productivity is notrealistic, taking into account theeducational levels, the differencesbetween European countries anddemographic pressure and migration. UE competitiveness lays oncompetitivity of every citizen.
12. Key Process Indicator (KPI)Longlife Training Individuals
13. Investing in People Investing in human capital is crucial toachieving Europe’s goal of smart, inclusiveand sustainable growth. The recent crisisstrengthened the need to equip people with theright skills to improve their labour marketprospects. The Europe 2020 strategy set the target of atleast 40% of 30-34 year-olds completing thirdlevel education. The new European strategic framework forcooperation in education and training (ET 2020)foresees that at least 15% EU average ofadults aged 25-64 should be participating inlifelong learning by 2020.
14. Any Idea About your Average…?
15. Drivers of applicationof training measures by firms
16. The need for continued investmentin education and training, to meettheEuropean Strategy for Jobs andGrowthMore knowledge& skills-intensivejobsPeople lack theright skillsPeople are morevulnerable tolabour marketchangeEmployers mustuse better theskills and talentFosterinnovationAnd people’sdevelopment
17. SHAREDRESPONSIBILITY WILLBE ESSENTIALCOOPERATIONBETWEENGOVERNMENTS ANDENTERPRISESDIMINISHINGPUBLICEXPENDITURECUTS IN PUBLICSECTORBUDGETSWHERE ARE WE…?WHERE WE DO HAVE TO GO
18. “Enterprise investment in continuing vocationaltraining, designed to promote human capitalresources, is a key dynamic of economicperformance, competitiveness, andemployment in Europe and reflects the role ofenterprises in resolving labour marketimperfections and employment imbalances. “Continuing Vocational Training,Competitiveness and Workforce EmployabilityEuropean Union ManualContinuing Vocational Training Survey
19. Lifelong learning vs job transitions Companies focus on high skilled workers ratherthan those who are most in need of up-skilling In-company training and CVET and skillsmismatch Priority areas?
20. • “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 ?
21. CVTS , 74% of those firms who didtraining, stated that the actualskills and competences of theirstaff matched the current needs ofthe company.53% of such firms usedrecruitment to as a strategy tosolve skills needs.Training?
22. P A R T IIIC 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 IN
23. CONTINUINGPROFESSIONALTRAINING IN SPAIN“Training for Employment”
24. Training for Employment: MainPurposes1. Facilitate lifelong training throughout the life ofworkers.2. Provide knowledge and practices appropriate to theneeds of businesses and workers.3. Improve productivity and business competitiveness.4. Improve the employability of workers5. Promote the accreditation of theprofessional skills acquired byemployees
25. Training for Employment “Breakdown”New Model - Decree 395/2007“ON DEMAND”TRAININGSPEE + FTFEBonus in CompaniesPIF (Individual trainingpermission)“OFFER”TRAININGSPEE + FTFE + REG.GOVERNMENTTraining forUnemployedTraining for EmployedTraining for SpecialNeeds“ALTERNATE”TRAININGSPEE + REG.GOVERNMENTTraining ContractsPublicEmployment/TrainingProgramsSUPPORTACTIONS FORTRAININGSPEE + FTFE + REG.GOVERNMENT
26. Financing and BudgetFUNDS 2011 BudgetSocial 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
27. OPERATIVECOSTS1%FUNCTIONARYTRAINING4%BONUS IN COMPANIES17%STATE-OWNED OFFER17%COMMUNITY-OWNEDOFFER37%TRAINING &EMPLOYMENTPROGRAMS11%OTHERRECUALIFICATIONPLANS13%TRAINING FOR EMPLOYMENT IN SPAIN - 2011 BUDGETOPERATIVE COSTSFUNCTIONARY TRAININGBONUS IN COMPANIESSTATE-OWNED OFFERCOMMUNITY-OWNED OFFERTRAINING & EMPLOYMENT PROGRAMSOTHER RECUALIFICATION PLANS
42. P A R T IVB O N U S T R A I N I N G I N C O M P A N I E S
43. WHAT KIND OF COMPANIESARE ELIGIBLE TO USECONTINUOUS TRAININGBONUS SYSTEM?Spanish companieslocated in Spain.Any size, any sectorMake payments forProfessional Trainingshare to the SocialSecurity SystemWHAT KIND OF WORKERSPARTICIPATE IN TRAININGCOURSES Employees (only privatecompanies)
44. Payments for Professional Training Share to the Social SecuritySystem(previous year)X0.7 RateBonusFrom 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.
45. Type ofLearningTraining LevelCore AdvancedIn Present 9 euro 13 euroOn-line 7,5 euroDistance 5,5 euroBlended CalculationsECONOMIC MODULESPRIVATE COFUNDINGStaff Co-fundingLess than 10 employees 0%From 10 to 49 employees 10%From 50 to 249 employees 20%
46. 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 paymensocial security system?(25 h x 7.5 eur) + (10 h x 9 eur) = 277.5 eur/participant277.5 x 7 sales people = 1942.5 eur.6000 eur – 1942.5 eur = 4.057.50 eur. Available for further training
47. Company signs anAgreement withTrainingConsultancyEnrolls participantsin a training courseTrainingperformancePayment to thetraining providerApplication of thebonus in Paymentto Social SecuritySystem12345Path for Bonifications
49. Effective Training Coursevs.Training Focused on The Effectiveness of PeopleEFFECTIVENESSOF PEOPLE• ON THE BASISOF BUSINESSGOALS.EFFECTIVETRAININGCOURSE
50. 20%10%70%WHERE DOES THE PROCESS OF LEARNING TAKEPLACE?Antes asistir a la formación Durante el desarrollo de la acción formativa En el puesto de trabajo26%24%50%KEY POINTS FOR EFFECTIVE LEARNING PROCESSESDiagnóstico y diseño Acción formativa Seguimiento
51. ANALYSING NEEDS & CUSTOMIZING TRAINING SOLUTIONSLogística InternaLogística Externa
52. 1•NEEDS ANALYSIS•Internal Analysis: Mission/Vision, competitive advantage andpositioning.2•LINKING TO PRODUCE TANGIBLE RESULTS•Main Business Purposes: Productivity, Continuity, Acknowledgement3•DEFINITION OF GOALS & OBJETIVES RELATED TO COMPANYVALUE GENERATION CHAIN•(Marketing - Sales- Production- After Sales)4•MAPPING & GAPS•Main goals vs. Human Resources5•COMPETENCY MAPPING• Technical vs. Attitudinal Training6•FOLLOW UP7•PERFORMANCE EVALUATION•Specific products for HR strategic planningStage 1Stage 2Stage 3
53. KEY POINTS KPIs linked to measurable data.Trainees participate in the design of the training. Tell the participants what are they going tolearn, why it is important, and what are they going tobe asked to do during and after the training.Inform the trainees of the kind of support they aregoing to receive before, during and after the training.
54. “Kirkpatrick Training Evaluation Model”Level 1REACTIONLevel 2LEARNINGLevel 3BEHAVIOURLevel 4RESULTS
55. Best PracticesCase of Study :Upselling in Front-DeskHotels Chain
56. Main Objectives of the ProjectA) The development of the Philosophy of Value andIncreased Customer Satisfaction through commercialactivities of up-selling.B) Increasing rates of efficiency and effectiveness ofhuman resources business serving in the Front-Desk.C) To promote creative and strategic thinking.D) Involve staff in the design of strategies to ensure anadequate level of performance.E) As a result of the above, promoting the acquisition ofpersonal commitments.F) Agree and validate sales targets.INSTITUTO ALCÁNTARA
57. “Kirkpatrick Training Evaluation Model”Level 1REACTIONLevel 2LEARNINGLevel 3BEHAVIOURLevel 4RESULTS
58. “An investment in knowledgealways pays the best interest”Benjamin Franklin