Rappi Company Training Plan Overview
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ScribdTranslationsRappi Company Training Plan Overview
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ScribdTranslationsTRAINING PLAN FOR RAPPI COMPANY
Training is a planned action of a strategic nature applied in a manner
organized and systemic, through which the staff acquires or develops knowledge and
specific skills related to their jobs, and modify their attitudes towards
aspects of the organization, the position, or the work environment. As a component of the process
of the Human Talent Management direction, training implies, on one hand, a
defined succession of conditions and stages aimed at achieving integration of the
employees to their positions in the institution, the increase and maintenance of their
efficiency, as well as their personal and professional progress. And, on the other hand, a set of
methods, techniques, and resources for the development of plans and the implementation of actions
specific to the Institution for its normal development.
TRAINING OBJECTIVES
Prepare the institution's staff for the efficient execution of its
responsibilities they assume in their respective job positions.
Provide personal development opportunities to all polytechnic staff
to increase their potential and thus contribute to raising and maintaining a good level of
individual efficiency and collective performance.
Modify attitudes to contribute to creating a satisfactory work environment,
increasing the motivation of polytechnic servers by supporting continuity
and institutional development.
TRAINING POLICIES
The Training plan, as appropriate, will be prepared: For the staff of the
company 'Rappi' by the Logistics and Administrative Development Directorate in
coordination with the heads of each faculty and presented in each area
specific evaluation. For administrative staff (servers) and service personnel
(workers), by the Director of Human Talent and presented by staff
Administrative.
Annually, the training unit in conjunction with each of the areas
administrative staff will conduct a needs detection diagnosis (based on
study of the gaps in their competencies) which will give rise to the annual plan of
training
There will be a consultative training committee with participation from
representatives of the workers from each specific area they perform
There will be objective instruments for the selection of training organizations.
from the people you apply to the training activities.
Attendance at training activities must be authorized by the
executives prior to the implementation
Attendance at training activities must be authorized by the
executives prior to the execution
The unjustified absence from a confirmed training activity
will have a direct impact on the annual budget, since once registered the
personnel becomes effective as a direct company cost
According to the above, individuals who do not attend a training with
true justification will be analyzed beforehand when considering them in
the following training actions will also inform the managers what
the absence will be reflected in your performance evaluation
Every training action must be confirmed and authorized by at least three.
days in advance, due to the administrative actions that need to be taken
for your backup
Depending on the nature of the training events, these may be
financed by the institution in full or in part.
TRAINING NEEDS ANALYSIS.
The detection of training needs constitutes the research process that
it allows to establish the difference between the existing labor situation and the standard or pattern of the
job performance established as a requirement of the position. Therefore, it is important
to point out that a training need is the difference between the current level of efficiency and
the desired.
The diagnosis of training needs has been carried out using some
information gathering techniques, particularly useful for our company
-Observation: Instrument that allows perceiving what happens in the work environment
-Needs Detection Form: Needs Detection Format was sent to
the Human Talent Department the training needs that each has
administrative unit
-Interviews: Allowed obtaining verbal information from the actors
Job analysis: It consists of the procedure that studies the job position.
through the direct activities of the staff
Analysis of the Self-Assessment Report: Gathering of the results obtained
in the evaluation process.
TRAINING ACTIONS
Once the training needs to be addressed have been identified, prioritized, and selected,
the next step consists of completing the definition form for each action
formative
Next, we proceed to comment on the most notable sections to consider.
consideration when defining a training action correctly.
Name of the training action: It is the name of the action, its statement is
It is clear and it is related to the type of training it belongs to.
Code: It is the identification of the action, made up of the type of training and the
area to which the training action belongs.
Number of Hours and Groups: Contains information related to the total hours of
the action, as well as the number of groups that will attend each of the actions
programmed.
Type of training: This section states the type of training to which
the shares belong.
Process: This specific section pertains to the individuals subject to the action, seeking
always generate homogeneous groups in terms of their qualification and interest.
Training action objectives: It is the final result (expected behavior) that is
expectations of the individuals being trained at the end of the training.
Contents: The contents of the training activities are very diverse and are in
function of the objective derived from the need for training.
Budget: This section records the amount of financial resources that
will be assigned to each of the actions and are related to expenses to
to be carried out for the following items: Instructor, Materials, Indirect costs, Accommodation
and snacks.
EVALUATION
The Evaluation is a process that must take place at different times, from the beginning of
Training Plan, during and at the end of this Plan. It is a systematic process for
evaluate the effectiveness and/or efficiency of training efforts.
The Training Plan includes the following types of evaluation:
Participant evaluation
Event evaluation
Evaluation of the results of the Training Actions
Evaluation of the participants
Each instructor at the beginning of the course will indicate the evaluation method, which will be in
concordance with the theme taught. The evaluation of the participants is out of ten.
points, and it will be sent along with the final report of the Coordinator.
Approval Certificates will only be provided when the participant complies
a. Training for approval 80% attendance; and 70% performance
b. Participation training 80% attendance at the event
Event evaluation
The evaluation will be directed towards the facilitator and the event organizer, it will take place
through a survey applied to the participants at the end of each course
Evaluation of training execution
At the end of each course, the coordinator will send to the Human Talent Director a
Training execution report
Monitoring of the Training Plan
At the end of the Training Plan, the Human Talent Management must carry out the 36
follow-up on the application of the knowledge acquired in training actions,
For this purpose, mechanisms must be implemented so that participants apply the effect.
multiplier for the socialization and transmission of acquired knowledge
