The employees of our company are specialists with many years of experience, a serious track record and a unique portfolio of projects. For most of them, working in the EVENT industry is not just an empty phrase, but favorite hobby that allow you to have fun, make you think and develop, look at many things differently. We highly appreciate the contribution of each of them and are proud that such specialists are the backbone of our company.
Marina Lyamina
OWNER AND GENERAL DIRECTOR OF STYLE PROJECT COMPANY
“When you turn to Style Project, you get a reliable partner who knows how to listen and hear his client, is attentive to details and deadlines, finds tools to solve your tasks and, most importantly, is always responsible for the result of his work!”
Olga Zaitseva
OWNER AND CREATIVE DIRECTOR OF STYLE PROJECT COMPANY
“Event-agency is a company that creates an EVENT! To create an event means to fill it with meaning and make it stay in memory for a long time. To convey the idea and goals of the company to employees, partners, customers is not an easy task and only professionals can do it! Our work is aimed at the result, and the result is the gratitude of our customers and long-term cooperation of a team of like-minded people. Living with ideas, implementing them and delighting customers is our job, our way of life!”
Andrey Rodionov
SPORTS DIRECTOR OF THE COMPANY STYLE PROJECT
I have been with the company since 2009. Organization experience sports events- more than 35 years. Designed and implemented many sports projects. Among the customers are AFK Sistema, VTB, VEB, Gazprom Neft, Gazprombank, Sberbank, Rosneft and others famous companies who see such activities as a priority social projects. For me, the main feature of such events is that all participants become winners in them. Therefore, it does not matter who you are doing the event for, it is important HOW you do it, and how they all evaluate your work.
Oksana Lukan
DEPUTY SPORTS DIRECTOR OF THE COMPANY STYLE PROJECT
Sports events are my choice in the event industry, which was planned back in school. Now I am an expert higher education It is in this area that I have a successful long-term experience, which I am happy to share with the clients of the Style Project company, where a well-coordinated team of professionals works, who appreciates the time, prestige and budget of the client.
Evgeny Osetrov
SPORTS PROJECT MANAGER OF STYLE PROJECT COMPANY
Finished university physical culture and sports. All my life, as far as I can remember, I have been involved in sports. As a child, he was fond of hockey, football, wrestling and billiards. Held many interesting sporting events. In "Style Project" I am engaged in the implementation of the sports component at events. I am happy to share my knowledge in the field of sports and not only. Of my qualities I can single out responsibility, justice, responsiveness, goodwill, communication skills.
Ludmila Beloborodova
PROJECT MANAGER OF STYLE PROJECT COMPANY
My whole life is an adventure. I constantly find myself in extraordinary situations. I consider myself a true friend, a reliable comrade and a positive person. I am always open to new acquaintances, people, ideas and adventures. I know how to listen and hear, I always analyze the situation from different angles and only then draw conclusions. I’m used to working in the “need to be done yesterday” mode and I can’t even imagine how it’s possible now. Without this, life becomes not so bright on emotions.
Natalya Yaroshenko
For 9 years of work in the company, I have carried out more than 20 large projects - from Family Day to large sporting events. Qualities I'm proud of? Probably, the ability to quickly make decisions, analyze and weigh the situation on the project, and then calmly solve it. When you have 600 participants and 10,000 spectators, you need to have excellent stress resistance. And only then can you hear the cherished “We are the champions” in the finale!
Tatyana Makarshina
PROJECT MANAGER OF STYLE PROJECT COMPANY
Our projects inspire me to search for new solutions and continuous self-improvement. Multitasking at work has never scared me. It's interesting, it's interesting to test your abilities, achieve your goals, get out of unforeseen situations. Sometimes it seems that you can not cope, but I believe that a way out can always be found. And sometimes you need to find it, otherwise nothing.
Business is always evolving, stopping here is unacceptable. And once again, as a completely obvious truth, I declare that business is done by people. This means that managers and owners of absolutely any company should be interested in the active development of such a resource as their own staff. Like everything in business, this is a complex process, which, however, consists of very simple components. Without delving deeply into the theory of motivation, it can be noted that employees begin to work better if a complex of tangible and intangible components is used. Among the material - salary and various bonuses. But what can be attributed to intangible components? First of all - training and career growth. And since career growth is impossible without training, it is corporate training that becomes a significant factor in the overall system of staff motivation. The main thing here is to understand what it is and what benefits it gives to the staff.
Corporate training - what is it?
This question is often raised among ordinary employees, and also, by the way, among middle managers. At present, in Russia, corporate training has become the talk of the tongue, creating big market trainings, consulting, coaching, etc. Specialized independent companies appear, large enterprises create their own corporate universities, higher educational establishments are also keeping up in this race by developing training programs for businesses. And is it really needed?
Corporate training should pursue one single goal, namely, increasing the capitalization of employees through an increase in the level of knowledge and the emergence of new skills. employee after passing corporate training in the form of a training, seminar, program, etc. should bring more profit than before training. The focus of corporate training can also be different, it can improve skills, for example, in direct sales, or it can effectively organize your working day. In both cases, the profitability of the employee increases.
The main problem for both the manager and the employee is right choice forms of corporate training, since both internally and by external companies, it is worth significant funds, and therefore a priori should bring results and work for the company.
Example 1 Corporate training options may be different. Thus, in manufacturing enterprises, regular certification of personnel may be accompanied by safety seminars, training in working on newly installed machines, etc. In addition, when introducing new products into the range that are technically complex or require preliminary training, corporate trainings. Very desirable are regular seminars on the organization effective work in the office and warehouse, as well as team building activities.
Training through the eyes of management
The job of a leader is effective management personnel, and increasing the value of personnel through periodic training of employees is also included in its tasks. And yet - the key task of the head is the targeted spending of the budget of the company or the unit entrusted to him. That is why the attitude of managers to corporate training in general and to trainings in particular is rather wary.
For example, now the direction has become popular - training active sales, personal selling etc. However, it is somehow forgotten that the work of a sales manager, for example, consists not only of sales. The approach of managers to their staff must be balanced and balanced. Especially to those departments in which the workload is excessive. And in any normal company, especially in a growth crisis, the main burden is assumed by the sales department and related departments.
Any boss, any leader invariably faces a problem - new “challenges”, new trends appear on the market, it is not always possible to train staff on your own - there is simply a catastrophic lack of time and effort. But it is simply necessary to improve the skills of managers and other employees.
And at the same time, it should be noted that it is much easier to ask questions than to look for answers yourself.
So, the requirements of managers for corporate training are quite simple - firstly, so that it does not distract staff from performing daily operational tasks, and secondly, the result of the training should appear almost immediately. The requirements themselves are logical, but given the specifics human factor, some compromises have to be made. And here it is very important to take into account the opinions and views of ordinary employees, direct participants in trainings and seminars.
Example 2 IN construction company decided to hold a seminar on materials science - a very necessary area of knowledge. However, the deputy director did not interrupt the employees during the work process - active sales were a priority, but scheduled training sessions immediately after the working day. Since the knowledge was quite capacious, the training was distributed over a working week, four hours every day. The working day ended at five o'clock in the evening, employees were released only after nine. As a result, this training became a great stress - to pass corporate exams, employees simply memorized, without comprehending the material. Thus, the value of such trainings is in question, and the management, which, by the way, was not present at the trainings, should pay more attention to the elementary requirements and norms for working with personnel.
The need for corporate training: the view of ordinary employees
It is quite natural that the most important condition for conducting corporate training in a company is the loyal attitude of employees, and their understanding of why this training is actually carried out. And the view of ordinary employees must be taken into account, because otherwise it will be wasted money.
So, we can consider the attitude of staff to corporate training on the example of setting up sales.
It must be said that the active sales segment has long ago created an entire industry around itself, actively exploiting the desire of company executives and their owners, not to mention minority shareholders, to receive ever greater profits. In conditions of relative stability and a small speculative component, this can be done only by improving the quality and quantity of sales. Moreover, the second follows directly from the first.
The modern training market in Russia is rapidly developing - dozens of large foreign players come, hundreds of Russian training companies are created. Among all this diversity, it is not surprising to get confused. Moreover, this abundance and surplus create an inevitable evil - an obscene attitude towards trainings and the system of personnel training as a whole. Attempts by management to improve something in the structure of the company by changing the structure of the consciousness of the staff fail over and over again.
Middle managers, on whom these trainings are mainly addressed, consider it beneath their dignity to learn from trainings, often simply ignoring them. The invited trainer becomes for a certain period of time - the training - the number one enemy, because it is perceived personally. There are several ways out of this situation - as they say, it remains to choose the lesser of several evils.
Therefore, it is important to understand the attitude of the company's ordinary personnel to ongoing corporate trainings and seminars. It also consists of enough simple requirements, following which, you can guarantee the loyalty of the company's personnel and the effective conduct of trainings in almost any direction. First of all, according to the absolute majority of employees, trainings should not be long - two or three days, a week at most. No more than two hours a day, preferably with an intersection with the end of the working day - all employees are adults, many are family. Secondly, corporate training should be interesting and varied. And thirdly, corporate training should involve a possible change in the status of employees - for example, career growth. Only when these conditions are met, training becomes useful and brings real benefits to the company.
Example 3 In one small company, the leader, deciding to follow fashion trend and started rope team building trainings. It looked like this - mandatory turnout was announced on weekends - Saturday and Sunday, from 8 am to 9 pm. The consultants-organizers gathered all the employees of the company in the forest and began to hold competitions, but an hour after the start, the director left, citing an urgent matter, but ordering it to be completed without fail. On Sunday, he did not come at all, leaving his deputy instead, who gathered the company's staff and together with them intensively participated in all competitions. As a result, it is not difficult to guess about the reaction of ordinary employees to the ongoing corporate training - fatigue, bewilderment and, ultimately, irritation. It is quite obvious that the organizers of the training, and the director himself, expected a different result.
What if you suddenly quit?
Work is an integral part of life, and it is perfectly normal that people change it from time to time. And here an important point is clarity in the position on corporate training - both for the company's employees and for its leaders. The company's staff tends to rotate, old employees leave, new ones come - and this is normal.
Another thing is important - as mentioned earlier, corporate training costs money. And it is extremely unprofitable for the management that the staff undergo expensive trainings and seminars, receive personal certificates, and then go to competitors. And this is a fairly common practice.
Certain preventive actions are taken by the managers and owners of the company in such cases. First of all, a trade secret agreement is signed with the employee - although this is a weak obstacle, with all the variety of trainings, it is almost impossible to make claims for violation of this agreement.
Secondly, appendices to the contract are signed with employees, according to which, after completing the training, they are obliged to work for a certain period of time in the company, and in case of dismissal before the expiration of the agreement, they must pay the full cost of training.
Under such conditions, employees also have the right to choose whether or not to participate in the corporate training program. And if not, just write about the refusal of training, the manager or employer in this case does not have the right to force the employee to undergo mandatory training.
In any case, the choice here is on the side of the employee: if he sees a perspective in a particular corporate program training, and considers that the cost of this training corresponds to the content, then he - participates in the training.
Example 4 I must say that in different companies the conditions for mandatory corporate training are different, and very often depend on changes in the company's management. Nevertheless, even despite the signed agreements, quite often it is possible to reach a certain compromise. So, in a company engaged wholesale sales household appliances, trainings were held for heads of departments on the formation of a sales team, as well as on budgeting - quite expensive, with the involvement of professional consultants. However, due to changes in the company's management, a number of employees decided to leave - to competitors, and they were not afraid of a solid bill for trainings issued by the management. However, after negotiations, a compromise was reached - a new company in one of the key areas, in which the skills and abilities gained during the notorious trainings were implemented. A wise leader understands that the value of an employee after corporate training increases - and the newly acquired skills must be used to the benefit of the company.
Corporate trainings: content requirements
The content of corporate trainings is the main issue for company executives. Corporate trainings can be external and internal, and each has its own specifics. One of the main advantages of internal trainings and certainly the main disadvantage of external ones is the knowledge of the specifics of their business by managers. A trainer-consultant, by definition, cannot be a professional in all areas of business in which he is invited to conduct trainings, so managers initially perceive him as an insufficiently professional mentor. In any company, there are hundreds of specific details, often having a huge impact on the specifics of a particular business. But the coach does not know them - therefore, communication with him and his trainings are meaningless.
On the other hand, an analytical mindset and a systematic approach allow coaches to find and identify such working moments that escape the gaze of managers, sharpened only by their specifics. The main requirement that any normal trainer-consultant imposes on himself is the compliance of the asking price with the content and saturation of the trainings. And also - unconditional consideration of their specificity.
After deciding to conduct corporate training, it is usually necessary to stop and think. And - all further actions are divided into two stages. The first is the introduction itself. On it, you need to demand all the necessary information from the coach company to the maximum. And the second - the direct execution of the order. Which is already on Feedback from the staff - how much training is needed and in demand.
Example 5 As an example, we can consider options for cases - special classes at trainings - developed by the employees themselves after discussing one of the topics of the seminar dedicated to regional sales:
Case 1.
The manager starts working with a large client. The client is capricious, demanding special conditions and attention. He tells the manager that he does not want to work with him because he doubts his professional competence. Then he says the same about the manager to the head of the department. What should the manager do in this situation?
Case 2.
The client calls two departments at the same time and negotiates the purchase of products with both. First, the fax request comes to you, you process it. Then it turns out that a similar request went to the neighboring department, which gave lower prices. What should the manager do in this situation?
Case 3.
You are negotiating with a client, apparently promising. The client sends you a request, you issue an invoice, a reserve, in accordance with the regulations. There is a call from one of the commercial departments. management company. During the conversation, it turns out that the client seems to be accountable to the management company, and the manager is charged with violating corporate ethics. There were no shipments to the client. Negotiations on the approval of the client - too. What should the manager do in this situation?
Are there alternatives?
Is there a replacement for corporate training? Basically, probably not. By and large, in many companies, a mechanism for adaptation and training of personnel is being implemented, special instructions and procedures have been developed. But, as a rule, these are only auxiliary elements in the process of bringing new employees up to date when hiring them.
Heads of departments can, if desired, independently train their employees, preparing materials on which they can improve their skills. However, as a rule, this happens very rarely - due to employment management team. Business is now developing very rapidly and actively, a growth crisis is emerging that requires full dedication of time and effort.
Therefore, unfortunately, if a company is not large enough to afford the creation and maintenance of a corporate university that trains all departments of the company, it will simply have to attract third-party companies to provide corporate training on the required topics.
Example 6 In progress trade company, developing, decided to diversify its activities, highlighting separate areas of its activity. At the same time, employees who had previously worked in the company for a long time, but did not know how to manage, were appointed to key positions. Very quickly, the company suffered a growth crisis - without the involvement of qualified personnel, the development of the company very quickly came to a standstill. And in the end, in order for the company not to stop, professional consultants were called by the director of the company, who developed instructions and regulations for managing all companies of the holding, and also held seminars with key specialists all divisions of the company.
Whatever the case, you need to learn. Regular training, as well as advanced training, all contribute to the development of employees, their personal and career growth. Corporate training is simply necessary, and is one of the strongest non-material incentives for working in a company and achieving high results. From correct setting the loyalty of the personnel in the company depends on the corporate training system - who would like a waste of time on meaningless seminars, for which, moreover, there is a deduction from salary and bonuses? Therefore, when organizing corporate training, it is important for managers and owners of the company to carefully and balancedly approach the number and content of classes. And then - there will be a result.
To be continued...
The editors thank Igor Chernov
for the materials provided
Organization of corporate training. Field training
Field training occupies a special place among the forms and methods of corporate training. It brings me a lot of additional trouble, but not only - it is also a special pleasure. For an external trainer, on-site corporate training allows you to feel the group of what is called the skin, dive headlong into the group dynamics, while remaining a safe figure for the participants. The indisputable advantages of on-site training for leaders of organizations include:
Sometimes I get the feeling that the most effective trainings can be just offsite. Good interactive learning always requires strong emotional, intellectual involvement. Offsite training is, of course, a complete immersion, and in this sense, its effectiveness is much higher than any other. However, the costs of its organization will increase (transport, accommodation, recreation).
When planning an on-site corporate training, it is worth considering the training program, time and place of its holding together with the trainer. In this case, the training will contribute to the activation of the thinking and creative process, work on the development of corporate culture.
Offsite classes require a careful approach to both its preparation and conduct. Combining education with recreation provides for the organization of a cultural and entertainment, and perhaps even a health program. Many contracting organizations find it appropriate to take out their employees along with their families and friends. In this case, you should think again what goals are being pursued, what we want to get as a result.
The most mysterious and difficult to control phenomenon of field training is the joint evening gatherings of the participants. The idea of training as relaxation and emancipation is quite understandable from the point of view of employees of the vast majority of organizations. There is an opinion that our people can become a team only at a well-laid table. It is difficult to say whether this is so or not. However, when gathering participants on the first day, I try to pay enough attention to explaining the rules of the training, schedule and regulations, so that the next morning we see each other fresh and well-rested. With all the democratic nature of the training methodology, the flexibility of the approach leading the implementation of the rules makes training more productive. Most often, I propose to develop a regulation in which participants can include the following provisions:
Fighting mobile phones causes a strong emotional reaction, as a rule, not in the whole group, but in some participants. The main thing here is not to give up and do not forget to turn off your own.
Sometimes conducting classes outside the classroom in the fresh air can enhance the developmental effect of the training. Changing the environment allows you to focus on the development of flexibility of thinking. Given the above, we can highlight some aspects of the preparation of an on-site training:
The most attractive in corporate training for the customer is its short duration. Many managers and organizers strive to get everything that is called in one bottle - and team building, and informal unloading, and professional knowledge and skills in the shortest possible time. If the result of the training, its "dry residue" should be knowledge, then it is appropriate to conduct a lecture training program on the road. If, as a result, we are interested in mastering skills, then it is possible to plan a series of trainings conducted on a cumulative basis in content.
Another question that needs to be answered when organizing a field training is related to the participation of managers. Is it possible to combine line and functional managers in one training group? It is difficult to answer such a question unambiguously. A lot in the formation of a group depends on the setting of goals and objectives of training, on preliminary diagnostics, and analysis of the situation in the organization.
Evaluation of the effectiveness of the training deserves special attention when organizing corporate training. If we accept as a definition that any socio-psychological training is a system of deliberate changes in behavior, knowledge, skills and abilities of a person, then it would be logical to measure such changes.
The main goal of corporate training for an organization is to increase the efficiency of its work, increase profits, thanks to these most deliberate changes. Customers often ask me (sometimes even require) to present a system for evaluating learning outcomes, for example, using indicators such as sales growth, cost and staff turnover reduction, increase in labor productivity, etc. It is hard to argue that these tasks are important for any organization. However, let's think about whether there is a direct relationship between the quality of education and the increase or decrease in the desired indicators? Is it possible to have a direct impact of learning outcomes on the productivity of the organization as a whole?
The peculiarity of corporate training lies precisely in the fact that it necessarily has personal significance for each participant and, at the same time, is indirectly related to business indicators. Many trainers use a four-step system to evaluate training effectiveness:
First stage- reaction of the participants - subjective feeling of satisfaction with the learning process, the degree of their own involvement and individual results (oral or written surveys at the end of the training, and sometimes after each day).
Second step- assimilation - mastering new experience (knowledge, skills) in practice professional activity(measured through individual surveys of participants, observation, diagnostic measures).
Third step- behavior - a change in the attitudes and actions of trained employees in the real team of the organization (measurements - surveys, observation, diagnostics - in this case, they are necessary before the training, immediately after, after some time and after two to three months).
Fourth step - indirect results - the desired business indicators (comprehensive monitoring, sometimes difficult for external trainers).
The complexity of evaluating the effectiveness of training lies in the fact that many factors, both internal (intra-company) and external (the real situation on the market), influence the change in employee behavior and the achievement of strategic results of the organization's work.
Using the proposed system of assessment of in-house training, it should be remembered that training is an intensive interaction of people under the guidance and thanks to the participation of a trainer. This requires special personal qualities from the leader of the training. These include:
The end of the on-site corporate training fixes the participants' attention on the emotional and substantive aspects of the interaction. Training as a form of action learning is impossible without emotional contact with each other. That is why most often one can hear from the participants: “We have become closer… We are now like-minded people… It has become easier to express our opinion…”, etc.
Training, in my opinion, allows the organization to become self-learning, since it is in this form of interaction that the interpenetration and dissemination of professional experience and corporate culture takes place.
Footnotes
1 Klarin M.V. Corporate training: from A to Y. M., 2000. S. 218.
A source: Personal Mix magazine, No. 6, 2001
Corporate and personal trainings are a new milestone in the development of employees and managers of the company. This is one of the most important steps to the achievement of goals and achievement of peaks. The approach of competent companies to holding seminars is based on the fact that the successful activity of an organization depends on the professionalism and qualifications of employees and managers.
Purpose and measurement of performance
This item is not in vain is the first, because most managers, when deciding to conduct, put high hopes that it will change the fate of the company. Often, the problems associated with the implementation of projects are outside the scope of the selected training.
Practice shows that all of them are the reason for the adoption of an informal or formal corporate culture in the company, and it is almost impossible to completely change the corporate culture in a few days, especially since the coach is engaged in conveying this or that material, and not solving specific problems of the company. This is the essence of the training.
The trainer will only teach you the skills to work with certain methods. project management. The only way to evaluate results is to take tests. Keep in mind that this technique only evaluates how effective the seminar was for a particular employee, as well as what you need to pay attention to in the future. It is impossible to evaluate the work of employees using test results, this is not advisable.
As part of the classes, many organizations offer clients to test the knowledge of employees, conducting tests not only after, but also before classes. If specific problems arise in the company, they are addressed as part of the training, but it is better to consult or coach. Also, to increase the level of professionalism of employees, it is worth sending them to.
Formation of a group of listeners
Often the question arises: who is better to send classes? Naturally, leaders. In fact, executive seminars are very simple, but they do not greatly affect the corporate culture of the company's overall project management. For managers, it will be more effective to familiarize yourself with a topic such as.
Classes must be attended by specialists technical departments who are involved in the projects. Also important is the presence of management processes support departments, namely an engineer, specialists from the sales and financing department. Helpers can attend these events or special courses for .
Within the framework of the lesson, not only certain problems are fixed, but various proposals are given for their quick solution. It may sound a little strange, but only at such trainings all project management participants sit at the same table in order to see how their projects look from the outside. It turns out that most of the problems arise due to misunderstanding or understatement between the participants. Professional trainers give the effect of benchmarking, so that many small problems can be solved directly in the classroom.
Programming
Companies often want to cut costs by squeezing as much material as possible into a short amount of time. Naturally, this is not efficient. Here, read "War and Peace" in an hour and see what the result will be. The cost depends on the number of hours, the number of participants, the reputation of the company and many other parameters.
A professional project management trainer is a methodologist who has his own vision for effective project work. By inviting this or that trainer to read the training, you agree to his vision. Naturally, the PMBOK standard has brought together the opinions of many methodologists, but experience in applying the tools and methods of the standard varies slightly. Based on this, it can be said with confidence that any correction of the trainers' program has a negative impact on the quality of perception of information. When developing this or that program, the trainer takes into account the company's development technologies, because the main goal is the development of a project management system.
To give the staff of your organization skills and abilities, taking into account:
- The gap between the actual and required level of knowledge, skills and abilities;
- Your industry and intra-corporate specifics;
- Functions performed by staff: now and after training;
- corporate culture your company;
- Strategic tasks and goals.
Each time we make a unique product, inviting exactly those specialists whose experience and knowledge best suit your needs. We are approached by clients with requests ranging from corporate sales trainings to corporate training in the implementation of a balanced scorecard.
Corporate training is most in demand today in two areas:
- aimed at improving the efficiency of the work of managers with clients;
- , the purpose of which is to increase the efficiency of employees in leadership positions.
How to get the expected result from the money spent on corporate training?
Obviously, you need to prepare for the learning process at corporate seminars. Both the coach and the company itself. You can read more about preparing for the training.
We also offer our clients guarantee of objectivity in the selection staff training programs. Since 2001, SRC, the leader in the rating of training companies, has singled out the process of identifying needs and setting goals and objectives for corporate training of personnel as a separate service. We do this not by trainers or teachers, but by corporate training consultants. What does it give you? Corporate Training Consultants are not interested in "selling" any particular trainer and training, but in meeting your unique training needs.
How will we work with you?
Specialists of the SRC Business School accompany each client through 8 stages of work.
- Identification of need. The stage is associated with establishing the level of the gap between the desired and actual performance of the company. Do you understand the need for staff training? We will help in determining the feasibility of investing in corporate training.
- Goal setting. At the second stage, together with you, the goals of conducting trainings and the tasks of personnel training programs are formulated. In other words, how will employees achieve their performance goals?
- Definition of content, forms and methods. This stage includes the definition of your specifics, taking into account the composition of the group, the scope of its members, their wishes, goals and objectives, the form of conduct (staff training in the organization or field business training).
- Selection or training of teachers/trainers. At the fourth stage, specialists are selected who will carry out staff training. We work with a database of 135 trainers, according to which we can select the right trainer for your corporate event. educational event. We not only know the areas of competence of a particular consultant, but also have experience of cooperation in dozens of projects and feedback from our clients on the training of personnel in organizations.
- Preparation for the training, including organizational activities and staff motivation. At this stage, we will decide on the organization of corporate training (time, place, duration), and also recommend how to properly instruct the group and set it up for further work to improve professional skills.
- Conducting training. The stage involves the implementation of a predetermined schedule and plan corporate events. In each group, the process is built according to an individual scheme, taking into account its specifics and goals. You can organize training in Moscow, or you can organize business trainings in another city.
- Evaluation of the effectiveness of the training. By surveying the trainees, we evaluate the satisfaction of the participants with the form and content of the training or other form of staff training conducted. It is also determined whether the goals and objectives set before the start of the training have been achieved, whether the professional level of the staff has increased and whether they have an understanding of how it is necessary to build their work in order to increase the efficiency of the entire department and the entire company.
- Ensuring a positive transfer of the knowledge gained during the training into the daily work of the staff. Post-training activities allow students to consolidate the acquired knowledge and skills, get a clear idea of their use in the work process. Inspiration and encouragement from the trainer develop in the staff the desire to implement new schemes and tools in the process of performing their daily duties.
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