R+ Management

Corporate education: which companies need their own university

The issue of professional competence of employees is becoming increasingly important for business. This is caused, first of all, by globalization processes and technological development. The process, which has rapidly accelerated with the development of computer technology and the advent of the man-made phenomenon of the Internet, has significantly changed the requirements for qualified employees. Now even line personnel, including production, must improve their skills, in accordance with the technological development of the equipment on which they work. This applies to any business sector, regardless of segment and direction. And this is all the more true for the middle and top management segments, which require a sufficient amount of knowledge and skills to

So, a systematic approach to training and retraining of employees is necessary for every company, regardless of its size, whether it is a start-up or a large international corporation. But why is this request relevant in principle, and right now? Why is it not enough to have once received education and the problem of competence remains relevant?

First of all, it is necessary to understand the essence of education and business as phenomena and their interaction at the present stage. Traditionally, specialists for business are trained by the education system - primarily secondary specialized and higher educational institutions. This kind of social division of labor makes it possible to focus on training, combining the field of advanced science and business.

But in the era of an accelerated technological leap, as well as a number of socio-economic transformations, we have an unbalanced system of interaction between education and business. The education system built in the Soviet Union was closely intertwined with the industrial sector, the public service, which formed the exact demand for certain specialists. With the collapse of the USSR, the departure from socialism with a planned economy, which guaranteed the compliance of graduates-specialists and their jobs, a vivid dissonance arose: the emerging business and the restructuring of the state's industry, coupled with a significant decrease in production volumes and the economic sphere in general, created a different demand for the education system. The education system, having remained mainly on the state budget balance, had no serious incentives for changes, as a result of which, by inertia, it continued and continues to train specialists for an economy that is different in structure, scale and level than the economy of modern Russia. As a result, a significant part of graduates, especially from universities, is not prepared in a specific way for work in Russian business. We have a large number of philologists, sociologists, historians, and the business requires mainly sales managers and various production line employees

It is also worth bearing in mind that the Russian young business, which is only 30 years old, arose unexpectedly for itself, developing not always according to the classical canons, which left a certain imprint. First of all, this is the lack of competence of top management and business owners, who are often not entrepreneurs in the literal sense. As a result, on the one hand, we have a pool of graduates prepared to work in a country with a diversified growing economy and developing science, and on the other hand, a business that requires mainly line personnel for production and sales. As a result, a discrepancy is created that needs to be addressed in the direction of adapting employees to the business.

Analyzing how things stand with internal corporate training in the Russian Federation at the moment, we can state, first of all, the lack of consistency in the organization of corporate training. The second key point is the formalism with which this process is organized.

The first aspect is typical for small companies, various agencies, the IT sector, where the field of activity makes it necessary to quickly adapt to changes in the industry. But training here is rather sporadic, in the form of a one-time training for specialists or a business game for managers. Of course, this is better than no training at all, but still does not give any lasting result due to the lack of consistency.

The second is rather typical for large companies, primarily manufacturing ones, where retraining of a number of categories is necessary, in accordance with labor protection and industrial safety standards.

At the same time, big business is making attempts to systematize education, creating, among other things, corporate universities. But, as in training and retraining in general, in these structures there is often a lack of understanding of the essence and real motivation, and employees on both sides - both those who conduct training and those who are trained, approach this process more as a necessity insisted on by management.

Undoubtedly, the most optimal solution is the integration and close interaction of universities and colleges with business. We see this in a number of joint projects: joint MGIMO departments with Rostec, Gazprombank, Sovcomflot, Moscow Institute of Physics and Technology and the United Aircraft Corporation and a number of others. As you can see, for the most part these are state corporations that have the administrative capacity to create separate departments together with leading universities and specialized colleges. Also, this is mainly a single training - obtaining a bachelor's or master's degree, but not continuous training and advanced training. Also, for the sector of small and medium-sized businesses, this is not such an easy task, due to the tangible resource consumption.

The way out is the creation of a local corporate institute or university within the framework of one's own company. This functional unit should be formed directly by specialists from the field of education, not limited to one-time trainings or strategic sessions. Hiring teachers is a rather heavy burden even for medium-sized businesses, not to mention small ones. In this case, partially outsourcing solutions seem to be the most optimal, allowing to fully and permanently improve the qualifications of employees, while significantly saving on the maintenance of their own staff.

Education and training is the basis of development. And without development, only stagnation is possible
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