Good Human Resources management training and certification

HR Managers say that people are the most valuable resource. However, how many organizations have a separate annual budget for training their employees?

In the US, for example, every year companies allocate to training their employees’ sums equal to about 2% of the total sums paid as wages, and this is considered insufficient globally.

Human resource training budget

When we talk about training human resources, it is by no means simply a matter of spending a certain pen of the budget, if we happen to have one, or financing the participation of employees in modern training in the form of traveling seminars, external meetings, conferences, etc.

For HR Management training to be an investment and not an expense, the achievement of a certain positive result must be sought. Today’s organizations place ever greater hopes on the training of their employees.

We can define learning as an activity or process by which an individual develops his knowledge, skills, or behavior in ways and in areas that benefit the organization and its customers. There should always be a benefit for the learner as well.

It is expressed in increasing confidence, and motivation for work, creating in the worker a sense of significance and a sense of belonging to the organization. Training should be focused on the organization’s goals. Measuring the return on such an investment is extremely difficult, but not impossible if the right tools are chosen.

The International Organization for Standardization (ISO) also contributed with the publication in 1999 of ISO 10015:1999 – “Quality management – ​​training guidelines”.

The standard provides guidance for developing, implementing, and improving learning strategies and systems on which the quality of the product or service provided by an organization depends.

From the year of its publication until now, the standard has had varying success in different countries – in Germany, for example, they voted against the standard and refused to publish it as a state standard, and in Russia, they began to apply it two years before its publication and the Ministry of Labor used it to develop government directive, in Sweden alone in 2000, 10% more copies of ISO 10015 were sold than ISO 9001:2000 for the same period.

And while experts argue whether this document should be an international standard at all and not a simple guideline, or whether the approach of developing guidelines and standards for specific economic sectors is more correct than developing generally applicable universal standards, the fact is that ISO 10015:1999 offers an adequate model for planning and managing personnel training processes, as well as for practical evaluation of the effectiveness of this training.

This standard is based on the fundamental principles of quality management that also form ISO 9001:2000, and although it is possible to apply it independently, it is an extremely good tool for a better understanding and application of the requirements of the clause “6.2. 2 ISO 9001:2000 Competence, Awareness and Training”.
ISO 10015:1999 considers training as a process that consists of four main stages:

Stages of Human Resources Management Training

Determining training needs

Stage 1: Determining training needs – determining the competence required to perform the activities that affect product quality, assessing the competence of the personnel performing these tasks, and developing plans to eliminate existing competence gaps. This analysis should be based on the current and future needs of the organization and the available competence at its disposal.

Developing and planning training

Stage 2: Developing and planning training – this is the basis of the training plan. Any legal, financial, and other constraints to the implementation of the plan must also be taken into account.

Delivering the training

Stage 3. Delivering the training – whoever delivers the training, whether in-house or outsourced, must deliver it according to an approved plan. In addition to the provision of resources, at this stage, the organization also engages in other forms of support, such as quality monitoring, provision of feedback, an opportunity for trainees to apply newly acquired knowledge in practice, etc.

Evaluation of training results

Stage 4. Evaluation of training results – the goal is to confirm that both the goals of the specific training and the goals of the organization have been achieved. At a certain time after the training, the organization must assess to check the level of competence achieved – such assessments are required to be carried out in the short and long term.

The stages thus indicated are subject to continuous monitoring and, if necessary, corrections are made, increasing the efficiency of each one separately and the process as a whole.

Every organization is unique, but ISO 10015:1999, in its full text, gives us enough guidance, references, and concrete examples to understand the details of the process in-depth and to set the stage for its planned management.

To apply human resources training successfully, it is necessary to examine its essence in detail.

Management certification organization has done just that. The BVOP Guide is designed not only to successfully pass the certification exam, but also to create a business-friendly Human Resources Management certification.

In the beginning, HR Management certification training programs based on the systems approach are prepared. Using the systems approach allows the development of a principled model. Such a program includes three phases:

1) need for HR training and certification – determination of how much training is needed; cost-effect matching; an analysis of the organization, the assigned tasks, the knowledge, skills, and habits of people is carried out;

2) training and development – choosing the most suitable way of training; Reference: “Why you want to become a Certified Human Resources Manager“,

3) evaluation of the results achieved with the training – a long and complex process, the results of which must be manifested in the production process. Reference: “Implementation of Human Resource Management (HRM)“,

The activity of evaluating learning outcomes shows that the benefits of learning are more easily determined for physical than for mental work; the cost of off-the-job training is more easily ascertainable than that of on-the-job training; improving labor productivity is more easily demonstrated by reducing work accidents, reducing the need for control, improving labor discipline, etc.


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