The role of training in the HR sector

Since the early 2000s, we have been immersed in a fluid environment rich in stimuli that we are unable to fully grasp (de Kerckhove, 1993). Our society, already characterized by strong uncertainties, is facing a drastic change . The current pandemic scenario, in fact, presents us with a new series of challenges . These contemplate a paidetic revolution of being, that is, a need to understand ourselves and the socio-media environment we inhabit (Floridi, 2020).

Why is HR training so important in the current scenario?

Training plays a fundamental role in these awareness processes . Both for the ethical-cultural (re)structuring of companies in their mission and vision , and for the human capital that interfaces with them. Training, in fact, should be used to prepare staff for change , with constant attention to the process used to facilitate it. (Massimo and Massimo, 2019).

Training should be understood both as a process designed to ensure the continuous improvement of people ( lifelong learning ) and the processes they involve, and as a strategic activity. When viewed as an investment and not merely a cost, training can be beneficial both in the short term (since workers acquire new knowledge and specific skills) and in the medium and long term (since it facilitates the acquisition of different behaviors applicable to a wide range of situations).

Training design in SMEs

According to the requirements defined by the European Commission in terms of employees, turnover and balance sheet assets, there are 148.531 SMEs in Italy . They employ 82% of workers in Italy (well above the EU average) and represent 92% of active businesses [1] . These data demonstrate that SMEs are a fundamental component of the Italian economy and reflect traditions and entrepreneurship widespread in the territories. Precisely for this reason, training is to be considered necessary to face both the market and the innovation processes that it requires ( industry 4.0).

Such businesses, characterized primarily by a small number of employees and a single or small management team, require specific training techniques and methodologies , different from those used for large enterprises. Indeed, it is necessary to study, reason, and develop glocal education and development plans (Bauman, 2005), starting from an analysis of the company's social capital (knowledge and relationships), specific needs, and available resources (Massimo and Massimo, 2019, p. 581).

The small number of people involved in this type of enterprise is a strength worth building on . Education must begin with a strong foundation, such as learning by doing (Dewey, 2014). Small entrepreneurs tend to prioritize this type of approach in their business practices. From here, we need to move to the next level. On the one hand, we need to develop the relationship between workers using transactional analysis, bringing it to an A/A level of interaction (Adult/Adult) (Stewart and Joines, 2000). On the other, we need to strengthen that sense of belonging through effective internal marketing.

Well being

It is important to emphasize this last step because once balance and well-being within the company (Bartolini, 2012) are achieved, it can be enriched and applied to external contexts and situations. This is the case in which, always following the criterion of building trust , it is possible to create communities of practice (Wenger, 1998) that not only expand the market share in which the company operates but also establish synergy with the territory—physical or digital—in which the company itself operates.

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[1] Data updated to 7 February 2020 https://www.istat.it/it/censimenti-permanenti/imprese

Bibliography

• Bartolini S., A Manifesto for Happiness: How to Transition from a Society of Well-Having to a Society of Well-Being Rome, Feltrinelli, 2012;
• Bauman Z., Globalization and glocalization, Rome, Armando Editore, 2005;
• De Kerckhove D., Brainframes: Mind, Technology, Market, Bologna, Baskerville, 1993;
• Dewey, J., Experience and Education, Milan, Raffaello Cortina publisher, 2014;
• Floridi L., Thinking about the infosphere: Philosophy as conceptual design Milan, Raffaello Cortina Editore, Milan, 2020;
• Massimo LM, Massimo R., Human resources management and development. How to successfully manage the company's most important asset. Santarcangelo di Romagna, Maggioli publisher, 2019;
• Stewart I., Joines, V., Transactional Analysis: A Guide to the Psychology of Human Relationships, Bologna, Garzanti Books, 2000;
• Wenger ECommunities of Practice: Learning, Meaning, and Identity, Milan, Raffaello Cortina, 1998;