Communication with workers as for BS training

1. Communication with workers as for BS training Presentation by Deinde Ltd, Poland Anna Jesionek This project has been funded with support from the European Commission.This publicationreflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein

2. PRESENTATION PLAN • Deinde’sexperience(EU ESF project „Active microenterprises”) • Our general experience – cooperation with workers • Polishcontext: workers in BS trainings • Problemsand solutions

3. Deindeexperience„Activemicroenterprises” • EU ESF financing: Human Capital OperationalProgramme (Priorioty VIII, Sub-measure 8.1.1 Support to developing professional qualifications and counsellingfor enterprises • April – October 2013 • Keyaim: increase of qualifications/competencies of 50 employees and/ormanagerialstaff from min. 20 microenterprisesin Lublin region • Eligible enterprises – thoseconducting business activityinatleastone of the following areas identified as crucial in the Lublin Region:environmental protection / ecology, information technology, logistics, construction and tourism

4. Availabletrainings (June-October) • Promotion and salesof tourism products and English language • Garden design with Garden Composer (computer-assisted • Interior design withsupport of CAD Design • Environmentalimpactassessment and environment friendlyproductiontechnologies • Public procurements/contracts (fromcontractor/ executor‘s point of view)

5. Supportdetails • Free of charge for enterprises and participants • Requirements: min. secondaryeducation • „De minimisaid” for anenterprise • Included: • Training materials, books • Reimbursement of travelcosts • Certificate of attendance • Meals and coffeebreaks

6. Regional ESF projects • „Be competent” (I) • Trainings for SME’sworkers and managers • Subjects: finances and management (HR, payroll, recruitment of workers etc.); workorganization (ICT atwork, self-presentation); logistics; sales etc. • „Get professionalqualifications” • Trainings for SME’sworkers and managers • Subjects: finances and management (HR, payroll, recruitment of workers etc.); sales; physicalexcercises (gymnastics, massage, physiotherapy); English language • „Be competent” (II) • 3-day-trainingsdeveloping their interpersonal skills • target group: employees of SMEs having technical education degree (secondary school or university)

7. Potentialproblems before, during and aftertrainings? BEFORE • Not enough time in the working day to undertake training. • If it needed to be done in workers own time, unpaid. • Workers do not feel confident enough to undertake training. • Too much beaurocracywith enrollmentdocuments. • Employer not willing to send the workers for training, evenfeefree. DURING • Care giving responsibilities. • Health problems/disability. • The employer is not supportive. • Training doesn’tmeetworkers’ expectations. AFTER • It wouldn’t help change the type of work workers do. • It wouldn't lead to a rise in their earnings. • It wouldn't lead to promotion. • Employerafraidof raisingawarenessamongworkers (moreclaiming; danger of leavingwork)

8. Situation in Poland - research„Education of employees and the competitive position of businesses” • Study Report done in 2010 on demand of Polish Agency for Enterprise Development(PARP) - governmentagencyprovidingsupport for enterpreneurs, alsowithin EU ESF funds • Twogroups of respondents: 1200 employees and 600 management staffworkinginSMEs • Methodology: analysis of existing data; quantityresearch (directinterviews with the use of reserachquestionnaires) and qualityresearch (in-depthinterviews on 30 respondents)

9. Study • Reason: belief that in Poland a significant part of enterpreneurs is not interested in raising qualifications of workers • Problem/aim:to whatextentPolish SMEsutilize the skills, qualificationsand competenceof employees in shaping company’s innovationand competitiveness, and what actionsshould betaken to encouragegreater use of a key factor in the development, whichisknowledgeso as to be successful in the market

10. Workers’ training & development system Enterprises raising qualifications of workersacc. to the size of the enterprise:

11. The leastwilling to raiseworkers’ skillsare enterprises from sectors: • Industry • Transport, storage and communication • Trade and repairs • Construction • Hotels and restaurants The most willing: • Education • Healthcare • Business service, incl. real estate • Financial intermediaries, incl. insurance

12. Workers’ level of interest in participating in trainings

13. Assessment of the level of qualifications and competence of workers

14. Assessment of the level of qualifications and competence of workers Up to 91,5 % of management staffthinkthat the level of qualifications and competence of theirworkersaresufficient to performday-to-daywork.  Clearneed to raiseawareness among the employers and employeesof SMEs aboutthe need to constantly improve their competences.

15. Assessment of the level of qualifications and competence of management staff 94.4% of managers in companies surveyed felt that theirqualifications on managerial positions are alsosufficient  Significantbarrier in improving the competence of workers and managersthemselves.

16. Barriersinfluencingparticipation in training (studyresults; acc. to workers)

17. The basis for the planning of trainingsaccording to workers

18. Mainreasons for organizing training courses according to workers • I didn’tparticipate in trainings(50,7 %) • Being up to date with new trends/technology on the market(31,5 %) • The need to acquire new qualifications and/orskills connected withthe introduction of newproducts and solutions in an enterprise(30,9%) • The need to adapt qualificationsto law regulations (22,4%) • Lack of sufficientskills and/orqualifications(17,7%) • Other (2,8%)

19. Benefits of trainings for workersacc. to management staff

20. Benefits of trainings for workersacc. to workers Increase of professionalskills Increase of workers’ efficiency Increase of workers’ motivation Increase of workers’ loyalty Increase of interpersonalskills

21. Benefits of current and regularraisingskills and qualificationsthroughtrainings (acc. to workers)

22. Significance of ownqualificationsatworkacc. to workers • The higherqualifications, the higher thesalary • The better qualified staff, the less chance of beingfired • The higherqualifications, the higher post • The higherqualifications, the quickerpromotion • The better qualified staff, the morerespect from the employer

23. Conclusions • Both managers and theiremployeesformallyrecognize the benefits of training, but thisis not transferredintopractice– the real activities of enterprises, including the use of instruments ofmotivation • The lowpercentage of workersexperiencing the benefits of educationseemsto show the generalunderestimationof the process of raisingqualifications and competences in PolishSMEs. • Polishemployees of SMEsexpecttheiremployershoulddeal with theirprofessionaldevelopment

24. Post-researchrecommendations • training managers to complement the missing competences and to promote appropriate management practices (motivation, recruitment, leadership, empowerment) • raising awareness of managers about the importance of the intangible resources for the company's competitive position, the importance of education and competences of employees as a component of intangible resources, the importance of training within the company to increase employees' qualifications, including e-learning • increasing the adaptability of employees by improving labour market opportunities as a result of a comprehensive education, increasing responsibility for self-education and enterprises by supporting innovativeness and competitiveness

25. Post-researchrecommendations • Maintaining continued financial support of SMEs in terms of trainings, while taking account of the so-called “positive externalities” consisting of the benefits of employee training for both the employer and the employee, his potential future employers and the society • Disseminatingmethods for assessing the level of qualifications and competencesboth at the recruitment stage and within the employment period. • Showing the need to simultaneously invest in machinery and staff, and none of the above types of resources can be developed at the expense of another

26. Post-researchrecommendations • Underlining the importance of education and competence in business development and the need to conduct analysis of training needs of employees • Dissemination of attitudes conducive to self-education, lifelong learning. It is necessary to disseminate information about the qualification and competence needs of the labour market. • Dissemination of modern forms of searching for information and increasing knowledge of the staff(e.g. e-learning, basicskills learning).

27. How canemployers encourage workers to take part in basicskillstrainings? • Providingtime to train in work hours • Payingstaff to train; employingtrainingmanagers • Pay rewards to workers • Tangiblecareeroutcome • Professional development and personalenrichment • Possiblefuturepromotionorpayrise • Receivinganattendancecertificateat the end of the course • Convenientlocation and scheduling

28. How to convinceworkers and makethemsee the benefits? • Self-development (private ad professional) • Self-confidence • Increasedexperience • Increasedjobsatisfaction

29. Thankyou. This project has been funded with support from the European Commission.This publicationreflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein