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2022 Vol. 1

The successful Human Resources Management Certification training

The main prerequisites for the success of a Human Resources Management Certification training program are the readiness and motivation of the trainees.

Readiness is seen as a factor expressing the state of the learner. It may be different for individuals and groups. Therefore, it is necessary to group the students according to their ability to learn, which is achieved by applying special tests. If this is impossible, then the training itself is differentiated.

The correct motivation assumes that the trained future certified HR manager has realized the benefit to himself of acquiring new knowledge, skills, and information. Setting individual goals brings better results than the common goal of motivating participants in the Human Resources training course.

If the two main prerequisites are present, then the success of the training depends on the following principles: the importance of the taught material; stimulation, praise, and approval from the trainer, which reinforces the responsibility of the trainees; a connection between learning and practice; distribution of training; practice followed by exercises of the accumulated knowledge.

Where can the Human Resources Management Certification training take place?

Human resource training takes place on or off the job. Each of these two approaches has positives and negatives.

On-the-job training takes place in a normal work situation. The trainer is a worker with long experience, the trainee uses tools, equipment, and materials with which he will work even after completing the training.

The advantages here are that this type of training is cheaper compared to off-the-job training; the trainee is placed in the same work environment that he will be in after completing the training.

The disadvantages are that the trainer cannot always properly convey his experience; training is often accompanied by a large amount of waste and waste; possible damage to tools and equipment; the training takes place in conditions of noise, presence of other workers, their comments.

On-the-job training is widely used in training workers who are taught practical skills.

Provided that the Human Resources Management Certification training takes place outside the workplace, the main advantages are:

the trainer is a specialist in his field and a good teacher;

the tools and equipment used are selected for the occasion;

no tools are damaged, no waste is produced; costs associated with off-the-job training are more easily determined; the trainee is outside the disadvantages of the specific working environment (noise, vibrations, comments, and remarks of other workers).

Disadvantages are that training is more expensive compared to on-the-job training; larger groups of trainees should be provided to cover costs; sometimes difficulties arise after the trainee enters a real work environment.

Staff is trained in attitudes, skills, and knowledge, and various training methods are applied accordingly.

Human Resources Manager Certification attitude training determines the employee’s overall attitude toward work. It is a way in which an individual reacts to an object or situation.

They are based on the experience of the individual and lead to a certain behavior or the expression of certain views. Many difficulties are encountered, as the relationships are early formed, and deeply rooted and it takes time to change them.

Skill training is the ability to perform a mental or physical activity. It is built up gradually in the process of repeated training or other experience. The process of acquiring skills is complex – each part depends on the previous one and influences the next one.

Training Methods for Human Resources Managers

The most applied methods of training in skills are:

Human Resources Manager Certification self-study. Reference BVOP Certified Human Resources Manager (BVOHRM). The method uses the development of a special program, through which trainees are assigned tasks related to visiting various departments in the organization or tasks for managers and specialists.

They are required to report periodically on their performance to the trainer. The method is based on the notion that knowledge gained independently through discovery is more permanent than knowledge gained through the transmission of information from another person. Reference: “Good Human Resources management training and certification“, https://newia.info/good-human-resources-management-training-and-certification/

Computerized training in HR Management

The introduction of electronic technology in education is related to the development and application of software products, where the user chooses different options for conducting the education.

Computer training programs contain tests to verify acquired knowledge. In general, the method meets the approval and interest of the trainees. Reference: “Why you want to become a Certified Human Resources Manager“, https://brightonbot.com/why-you-want-to-become-a-certified-human-resources-manager/

Observation

In this method, the trainee observes and repeats the actions of an experienced worker. It is successful in cases where the trainer uses effective work methods that can be understood and mastered with observation. Since many professions contain elements that cannot be understood by observation alone, the following methods are preferable. Reference: “Implementation of Human Resource Management (HRM)“, https://www.mmrls.org/implementation-of-human-resource-management-hrm/

Mentorship

The method involves a series of several-day courses to teach group managers or experienced workers how to train others.

Method technology: the mentor performs the work, divided into independent stages, each of which can be considered separately; each of the stages is analyzed to determine difficulties and dangers; the mentor checks the correct arrangement of the materials and equipment necessary for the training; a conversation is held with the trainee to find out to what extent he knows the work and his interest in it have been triggered or strengthened; the work is demonstrated to trainees in stages; the learner does the work alone.

The trainer observes the two discuss the problems, the mentor repeats the not well-understood questions. The trainee performs the work until the mentor is satisfied with the performance; the trainee continues to work alone, at first under the direct supervision of the trainer, and after acquiring skills and dexterity independently.

The method is suitable for processes that allow everything important to the work to be easy to observe and the process of making sense relatively easy.

The method is not particularly suitable for learning complex skills where the stimulus-awareness relationship is not clear.
– skill analysis. The method is applied to processes requiring a high degree of dexterity, coordination (for example, eyes – hands), and body movements.

The work of a highly qualified worker with long experience is observed and analyzed, namely: the actions he performs working with individual parts of the body (for example, with hands or feet); the combination of these actions; stimulants, recognized by the worker, serve as a signal for the initiation and completion of actions; the senses through which irritants reach the worker; the likely errors that occur; the causes of errors and ways to eliminate them.

As a result of the analysis, exercises are developed through which the trainees are trained to recognize individual stimuli (stimuli), to perfect and coordinate difficult movements.

The method is applied outside the workplace and is expensive because the detailed analysis of the work is carried out by consultants. Its economic starting point is its application in large organizations with a large number of trainees.

HR Certification Training Method of discovery

The trainee discovers for himself the principles of work and the correct way of doing it. The role of the trainer is very limited, reduced to observation and explanations in case of need.

The advantages of the method are related to the activity of the trainee, his stronger motivation to deal with the problem himself, and approaching the work from the position of the worker who knows nothing or almost nothing about it.

In many cases, such an approach is more appropriate, the worker step by step discovers and acquires the necessary skills himself, instead of observing and analyzing the actions of another highly qualified worker.

The method is carried out outside the workplace and is expensive. It can also be successfully used in knowledge training.

To be able to work properly, the worker needs knowledge of his profession. These can be achieved both through gaining work experience and through training.

To determine the knowledge required for a job, it is analyzed to determine its purpose, legal requirements, quality standards, materials used, tools and machines, personal contacts, and the sequence of performance of its elements. The following knowledge training methods are applied:

Mentoring

An experienced worker explains how to perform the work, answers questions, and supervises the trainees for the correct execution of the work.

The success of the method depends on the qualities and capabilities of the mentor to teach, as well as on the attention shown by the trainee to perceive the information.

Lectures

Trainees attend lectures either inside or outside the organization. As with mentoring, the effect of lectures depends on the motivation of the listeners, the capabilities of the lecturers, and the use of practical examples and technical means.

Written descriptions of the work

Are distributed to the trainees and include descriptions of the work and the way it is performed.

Simulation

In contrast to placing the worker in a working environment, this method involves simulating the work process with its materials, tools, and documents.

References

“Inbox” – trainees process a package of documents that they would find in their inbox. They have to make many decisions. The method is a kind of simulation. The trainer reviews and discusses the decisions made by the trainees.

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