Realised by: Karima ELBEN

Supervised by: Mr. GASSE

Plan:
 Training efficiency
 Definition
 Formal Training and informal training
 Factors impacting the training efficiency
 E-recruitment
 Advantages
 Learning organization and organizational learning
 The polish study
 conclusion
introduction
 Training is the acquisition of knowledge, skills, and competencies as a
result of the teaching of vocational or practical skills and knowledge
that relate to specific useful competencies.
 Many studies have shown the existent link between an upraising
economy and investing in human capital, and by investing we mean
educating the HR through trainings.
 The evaluation of the training’s efficiency within companies, concerns
the contribution of trainings in the efficiency of the organization while
trying, as much as possible, to quantify the results of the training.
Formal training and informal
training
 formal training refers to a type of training transmitted
after working hours and, most of the time, by a person
outside the establishment (outsourcing).

 the informal training, is lavished on the working hours

and is generally transmitted via a colleague or a
supervisor
 new technology’s impact:
 The introduction of a new technology requires an
adjustment of the level of employees thus, a training
session.
 firms counting on better trained employees are also
the most susceptible to introduce new technologies
workforce impact :

 The level of education:

 the economic theory have statued the positive relationship

between training and low education level

The lower your education is, the more you’ll need trainings

 Employees status
 the full-time workers have more chances to have training
 seniority of the employee, and employee’s age can also be
considered as an important factor impacting the training process
 The Turnover rate’s impact :

 The turnover rate is the sum of hirings and definitive departures

of the year divided by the total number of employees

 The turnover rate has a positive and significant impact on the

informal training.
 In fact, it is likely that, even if it does not increase the
productivity, the training is necessary to keep the current level of
the company.
Training impact on productivity
 formal training has positive effect, or at least isnot
negative on the productivity of the firm. In fact, it is
likely that, even if it does not increase the productivity,
the training is necessary to keep the current levels.
 The impact of the level of informal training granted to
the employees is worthless or negative. Nevertheless, it
is possible that the level of informal training has a
positive impact on other measures of performance of
the firm, like the rotation of the workforce or the
innovation for example.
 the impact of employer-sponsored training on firm’s productivity is
estimated using a production function in which investments in
training are considered as production inputs.

 The production function is estimated simultaneously with the

determinants of training decisions. This allows us to control the
selection bias in training decisions.

 The results show that formal training has a bigger impact on a firm’s
productivity than informal training. They also show that returns to
training are biased upward when there is no control for selection bias.
E-recruitment
 E-Recruitment is the process of
personnel recruitment using electronic resources, in
particular the internet, using database technologies,
and online job advertising boards and search engines,
 In terms of HRM, the internet has radically changed
the recruitment function from the organizational and
job seekers' perspective. Conventional methods of
recruitment processes are readily acknowledged as
being time-consuming with high costs and limited
geographic reach. However, recruitment
through World Wide Web provides global coverage
and ease.
 The research for the profiles targeted at the on-line networks
allows to find useful information:

name and
points of
contacts careers
catcher
expresses

specific center of common

skills interest knowledge

 This collect of information is the cornerstone of a strategy of

effective approach. The invaluable collection of information is
important here for targeting the candidates and not wasting time
on not qualified contacts.
Advantage
 Thanks to the desynchronization of the exchanges, the
interlocutors do not feel disturbed and can take their time to
answer. It contributes to make them feel comfortable and to
make them "open" to professional contacts.

 The entrance of elements such as the Blogs, forums, HR sites and

social networks to the recruitment opens give access to a big
quantity of information and profiles.

 The E-Recruitment can help gain in efficiency in the search for

the candidates, and thus gain time and quality of recruitment.
Learning organization
 A learning organization is a group of people who have
woven a continuous, enhanced capacity to learn into
the corporate culture.

 The learning processes are analyzed, monitored,

developed, and aligned with competitive goals.

 A learning organization generates knowledge and

learning faster than competitors and turns that
learning into a strategic advantage to outmarket,
outmanage, and outsell competition.
 A learning organization moves beyond simple
employee training into organizational problem
solving, innovation, and learning. For instance, in a
learning organization, when a product is bad, instead
of just scrapping it, the employees find the cause of
the problem and develop solutions to prevent it from
happening again. In a learning organization, the focus
is on a company's only appreciating asset-its people.
Organizational learning
 Organizational learning is an area of knowledge
within organizational theory that studies models and
theories about the way an organization learns and
adapts.

 organizational learning is related to improving action

through better knowledge and understanding.
Difference between the two
concepts
 There’s a clear difference between the concepts of
organizational learning and a learning business. It
may be assumed that organizational learning exits
regardless of whether or not it is productive,
conscious, and subject to management.
 A learning business encompasses organizational
learning, but the two concepts are not equal.
 Companies should understand their learning
processes and manages them in order to benefit.
 The concepts of a learning organization and organizational
learning should facilitate effective management
clear guidelines for practice.

 The variety of views as to the nature of organizational

learning and the essence of a learning organization define
the variety of strategies for creating effective businesses.
 A study of twenty–seven Polish enterprises was made facilitating
diagnosis of their learning ability.
 The basic research method was a questionnaire serving to assess the
capacity of the business to learn.
 The questionnaire encompassed 32 business qualities making possible
a diagnostic of the learning orientation, and thus an assessment of the
capacity to learn
 2 groups of businesses were identified : entities in which the share of
profits in revenue was less than 4.03% and those with a share indicator
above average
 It has been shown that learning ability is connected
with the performance of the enterprise. The study
results make possible the drawing of the conclusion
that the learning ability of the examined companies
tends to be mediocre.