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Training Matrix: How to Train Your Collaborators

It is necessary for companies to invest assertively and continuously in the development of their employees. To do this efficiently, companies can use the collaborative training matrix method. This tool helps to expose and effectively manage the application of training.

Briefly, the training matrix allows the manager to relate the training and the functions of the collaborators in an exemplified and easy way to be visualized. Thus, he has an instant vision of the abilities of every employee of his team. With this you will know in which functions it is necessary to invest in training.

Are you part of the great team of administrators who believe in the importance of investing in the qualification and training of employees? You can check out our article to see how the training matrix tool can be very useful for your company.

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What will you read in this article?

 

Organizing a training matrix

It is normal for companies to create annual plans in advance to the actions to be executed. In these plans the goals to be met and objectives to be achieved are defined. While defining these goals and objectives, the training matrix can be essential to ensure good results and document them. However, this document can also be used for shorter periods of time, such as a semester, for example.

In summary, this tool helps to plan the best dates to put the company’s workouts into action. Organize the commitments in order to comply with all the rules of the corporation. In addition, the training matrix is ​​an important document when the company is being audited. It is not a mandatory material, but it indicates organization and that is a positive point.

Even if the company fails to meet some of the objectives set in the training matrix, it helps pinpoint what was missing. Thus, the company becomes better programmed to achieve the objectives.

Organizing the matrix helps management to have an overview of the trainings that take place. It is necessary to put only the relevant information in, so as not to get lost in the organization. Some of the most relevant aspects that this material may contain are:

Which collaborators should do each course?

Is the course for a specific sector? Is it for the employees who have just joined the company? Is it a general training?

Here, be clear if the courses are mandatory, recommended or optional. Using different colors to distinguish each group can be a very valid resource in the organization. It is easy to do, but very important to keep the matrix organized and updated.

What is the training status?

Is the training ready? Are there still somethings to be developed about it? How will it be applied? Will you need to have internal professionals or instructors or hire someone to help in that process?

How are the classes divided?

If the training is done face-to-face, management must define how it will be separated throughout the teams. This to prevent the same department from being stopped during the course. Thinking about it, a form of training that has gained a lot of space in the market is the distance education or hybrids: a mix of distance and face-to-face teaching.

There is no ideal training format. Therefore, we must consider this question before executing any action. In this way, the company can have a notion of which system works best for the corporation.

Additional Information

The collaborators who are going to do the training need to have additional information, such as; the workload, validity of the courses, know if they will have certification, whether it will be online or in person and how many people will take the course.

This information may not be necessary, but it is important for the commitment. The collaborators will trust more in the activity if this information is available.

With this information in hand it is possible to design the work script of the training matrix.

Training matrix model

The training matrix can be done in Microsoft Excel, or in other software that works as spreadsheets or even by hand. Management must define which format best suits the company.

Based on the spreadsheet it is necessary to establish what training will be carried out, what its duration is and who will develop it. The topics that we have mentioned previously must be present, visible and easy to understand in that table. Try to make the points we mention below clear:

  • The number of collaborators;
  • The state of training;
  • The application date;
  • The results of the trainings that were concluded.

This information is essential to keep the organization up to date. They also show if the applied trainings were successful. In addition, they show the upcoming dates and courses that will take place. The ideal is to make a training matrix that lasts all year. If the stated objectives are not met, they can be postponed for the next period.

Assemble the competency matrix

Another important point in making the training matrix is ​​to be able to use and assemble a competency matrix. This is used to compare competencies and skills found in the collaborators and see more clearly what is missing.

It is possible to assemble a table with the competencies observed by the training group and by each collaborator. Thus, it is possible to use this material as a basis for the creation of new courses. As in this model of training are made through the training matrix, aiming at the qualities and failures of each sector is of extreme importance.

In this second material (the skills matrix), it is possible to write down what needs to be improved, what the company needs to invest in and how much time it is possible to improve those skills. From this point, it is possible to start the elaboration of a training program and add it to the matrix.

How about setting up your own training matrix?

Investing in this material that helps in the organization of the development of the collaborators is essential. Have your company already invested in this type of material? Share with us your opinion and experiences involving the matrix of training and skills.