Description

Training is not an activity that exists independently of all others. More than thirty years of practice and development in the sector have shown that continuing professional training is closely linked to work, the economic situation, the job market and its evolution. In this context, several notions have notably made training evolve: employment, quality, projects... Nourished by these contributions, today, training can no longer be considered as a single activity or even as an end in itself. It is a means which, to be fully used, is divided into several parts: forecasting and analyzing needs, constructing actions, then carrying out and finally evaluating. These combined and anticipated approaches are called training engineering and educational engineering. They are linked to Forecast Management of Jobs and Skills. This session proposes to explore more particularly the field of training engineering, a point of view adopted by the sponsor of a training action and manager of professional training for employees in a company or institution.

Who is this training for ?

For whom ?

This training is primarily aimed at CEOs, HR managers, training managers, development managers, trainers and social partners.

Prerequisites

Training objectives

Move coherently from business strategy to training action

Build trajectories and paths based on all the tools available in the company

Manage and place under quality assurance the training of the company's human capital company.

Integrate the methodological and financial framework governing the continuing professional training of company employees.

Training program

• Introduction

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• Strategy and implementation of training engineering
  • The different levels of engineering: Skills engineering, training engineering, educational engineering, didactic engineering.
  • Transversal engineering: financial, documentary and evaluation.
  • The different entities and training methods in the company.
• Forward-looking Jobs and Skills Management and its links with corporate training
  • Knowledge, skills, performance – training as one of the levers of change
  • GPEC: tools and methods
  • The different standards as an analysis framework
  • Gap analysis, evaluation, individualization and monitoring
  • Training path and training project
• Training needs analysis
  • The functions and responsibilities of the parties: HR, RF, trainers, advisors, tutors, managers; social partners, management...
  • Different needs: individual, collective, recurring.
  • Collection of needs
  • Analysis and consolidation of needs
• The training plan
  • The creation of the plan
  • Forecast, organize, monitor and support
  • The supply chain
  • Make or Buy
• Monitoring of services - educational engineering
  • The different methods of providing training: presence - distance, synchronous, synchronous...
  • Implementation: specifications, calls for tenders, selection, purchase of training
  • “Non-internship” training actions: individualized, remotely, in a resource center...
  • Segmentation: plan, devices, action, module, sequence
• Les budgets formation
  • The “intangible”, “intellectual” investment.
  • The “return on investment” in the short, medium and long term.
  • Budget monitoring, relations with subcontractors.
  • The processing and financing of training engineering actions.
• Evaluation and quality assurance
  • The different levels of evaluation: satisfaction, effectiveness, efficiency...
  • Evaluate participants, evaluate actions
  • Recognize and Validate
  • Quality tools applied to training
  • Internal and external communication on training
• Conclusion

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