Browsing by Subject "Henkilöstökoulutus"

Aims. It is generally known fact that personnel training is the most extensive form of adult training in Finland, and for many organizations, competent personnel is mandatory and ensures competitiveness. The goal of the study was to find out what kind of meanings personnel training has for people working in the personnel service sector and what factors encourage and discourage them to participate in the training offered by the employer. The research examines the meanings employees attach to personnel training and their effects on the employees’ own, subjective experiences. The key here is how employees value personnel training. The review also includes what kind of factors guide employees to apply for training offered by the employer and, on the other hand, what factors slow down applying for training. Methods. The material used was the interview material, which consists of interviews with nine people working in a company in the personnel service sector. Five of the interviewees were female and 4 were male. The interviews were carried out using a Teams connection in the spring and summer of 2021. The interviews were recorded and transcribed. The interviewees were treated anonymously throughout the research process, as was the company where they work. The analysis method of the data was material-based discourse analysis, and discourse categories containing different meaning systems were constructed from the speech of the interviewees. The starting point here was the speech of the interviewees and the social reality built up in their speech and its examination and analysis. Results and conclusions. The research showed that for all interviewees, personnel training is extremely important and is considered an intrinsic value and self-evident part of the organization. The interviewees see themselves and the organization as active and reciprocal actors and consider themselves responsible for their own competence. Many interviewees built their views on personnel training using the 70/20/10 model. The incentives for applying for training were seen as the development of one’s own competence and the efficiency of operations, as well as collectivity. On the other hand, online mediation, scheduling challenges and content and implementation irrelevance were seen as discouraging factors. On-site training that connects colleagues and develops one’s own core competence is seen as a desirable. On the other hand, online training offered a short notice with irrelevant content is one that you don’t want to participate in. The basis of all this is employee’s strong idea that learning and skill development are seen as positive self-values.