Nobody would set up a new subsidiary or launch a new product on the market without making sure that this would pay off. This is usually different for training courses in companies. It often remains unclear whether the last SAP seminar was a waste of time, what contribution the recent rheological training courses made to the company's success and whether the training department works efficiently. Hardly any person responsible for personnel development dares to make a more binding statement than "Investments in training are assumed to have positive returns" - here it is made clear that every further training measure must make "sense" - on the one hand for the employee who experiences real further training and on the other hand for the company that a truly trained employee has "added value" in terms of value creation for the company.
These are small examples of problems that education controlling is intended to solve and that are relevant not only in economically difficult times for the 75.3% of enterprises that provide continuing vocational training. The desire of many companies to make their investments in the knowledge of their employees transparent and to justify them economically is understandable when one considers the levels of investment: The continuing training market had a volume of approximately EUR 6.5 billion in 2013. Calculated per capita, 2000 German companies invest an average of EUR 624 per employee in training courses.
Table of Contents
1. Introduction to the topic - importance of continuing vocational training in enterprises, especially in small and medium-sized enterprises
2. Trend / Future of further education and the necessity of education controlling
3. Methods for measuring the success of continuing education
3.1 Check, measure and control education budget and costs
3.2 Cost-benefit calculations (ROI=Return on Investment) to secure the company's success
4. Simple and feasible education controlling for KMU´s could be:
5. Quality control - quality cyrcle as a recommendation for further training controlling for the implementation of further training measures in KMU´s
6. Conclusion
Objectives & Core Topics
The publication aims to address the challenges of implementing effective education controlling within small and medium-sized enterprises (SMEs). It seeks to provide practical methods for measuring the success and economic efficiency of vocational training measures, given the specific resource constraints and strategic requirements of these companies.
- Importance of continuing vocational training for corporate success.
- Methodological approaches to measuring training costs and benefits.
- Development of feasible education controlling systems for SMEs.
- Implementation of quality circles as a steering mechanism.
- Strategic integration of personnel development and business objectives.
Excerpt from the Book
3.1 Check, measure and control education budget and costs
The costs of further training measures can be directly allocated and are usually unproblematic and relatively exact. These arise immediately and can be charged without problems.
Here, a cost breakdown with direct and indirect cost elements is to be carried out (see following figure) - as a result, this cost breakdown (final costing) is to be compared with the preliminary cost estimate and a variance is to be calculated in % and in absolute terms. This deviation should be within a planned tolerance framework of the operational budget targets for further training measures - thus it is possible to check these budget targets here - as well as a countermeasure is available at this point if the deviation is too large, in order to nevertheless achieve the operational budget target.
The personnel manager, education controlling or education manager should process and be responsible for the recording of costs and the associated calculation.
Summary of Chapters
1. Introduction to the topic - importance of continuing vocational training in enterprises, especially in small and medium-sized enterprises: This chapter highlights the strategic importance of employee training for company competitiveness and introduces the necessity of education controlling in SMEs.
2. Trend / Future of further education and the necessity of education controlling: The chapter explores current trends in vocational education, demographic challenges, and the resulting need for proactive management of educational processes.
3. Methods for measuring the success of continuing education: This section presents key indicators for measuring training success, including budgeting and the quantification of return on investment.
4. Simple and feasible education controlling for KMU´s could be: This chapter offers a practical framework and process steps for implementing manageable education controlling in smaller enterprises.
5. Quality control - quality cyrcle as a recommendation for further training controlling for the implementation of further training measures in KMU´s: It introduces the quality circle as a structured management tool to guide the planning, implementation, and evaluation of training measures.
6. Conclusion: The conclusion summarizes the tension between pedagogical and economic aspects and advocates for integrated, long-term educational strategies in SMEs.
Keywords
Education Controlling, Vocational Training, Small and Medium-sized Enterprises, ROI, Quality Circle, Personnel Development, Efficiency, Effectiveness, Continuing Education, Training Budget, Strategic Management, Knowledge Transfer, Skills Development, Learning Management, Operational Planning.
Frequently Asked Questions
What is the core focus of this publication?
The work focuses on the implementation and significance of education controlling within small and medium-sized enterprises (SMEs), addressing how they can effectively plan and measure their vocational training investments.
What are the primary themes discussed?
The main themes include the strategic necessity of employee training, methods for measuring training costs and benefits, the use of quality circles, and the specific challenges SMEs face in managing long-term human resource development.
What is the primary objective of the work?
The objective is to provide a practical, feasible guide for SMEs to make education transparent, cost-effective, and aligned with company goals, despite limited resources compared to large corporations.
Which scientific methodology is utilized?
The author uses a literature-based analysis of current vocational education research combined with a process-oriented management approach, specifically focusing on the implementation of quality circles and cost-benefit frameworks.
What is covered in the main section?
The main section details the specific methods for budgeting, the calculation of ROI for training, the step-by-step implementation of education controlling in SMEs, and the structured use of quality circles for continuous improvement.
Which keywords define this work?
Key terms include Education Controlling, SMEs, ROI, Quality Circle, Personnel Development, and Continuing Education.
Why is education controlling considered difficult for SMEs?
It is difficult because SMEs often lack the dedicated financial and human resources required for complex, long-term education management systems found in larger organizations.
How does the author propose using the "Quality Circle"?
The author proposes the quality circle as a structured recommendation to remind education managers of all necessary process steps, ranging from target setting and needs analysis to evaluation and reporting.
- Citation du texte
- Maged Hassanien (Auteur), 2018, Limits and possibilities of continuing education controlling/ educational controlling in small and medium-sized enterprises, Munich, GRIN Verlag, https://www.grin.com/document/437060
