In-company training types

In an increasingly dynamic and changing labour market, where competition is very high, opting for in-company training means making an important investment in human capital. A courageous choice, especially in times when deciding how to allocate the company budget between different activities is particularly difficult, but one that will bring added value.

Participating in in-company training, in fact, brings numerous advantages. Beginning with an improvement in the professional experience of employees, who perceive themselves as welcomed and valued within their working environment; thanks to in-company training, moreover, the possibility of positive confrontation with colleagues strengthens relationships, increasing group cohesion.

Fundamental then is the implementation of performance: training means education, and education means culture, which translates into a greater awareness on the part of employees, not only of their own capabilities but also of the ways in which to express them; consequently, thanks to in-company training, workers’ performance will be better.

Being a company that invests in in-company training also means facilitating inbound recruiting, attracting qualified professionals to your company.

In-company training courses can be of different types, depending on the topic on which the focus is shifted. We propose four of them:

1. Personal evolution pathway
2. DISC – Behavioural styles
3. Time management
4. Conflict management

Let us delve into the contents of each, with one clarification: the modalities, costs and timeframes indicated on my site refer to the individual purchase of the pathway; for interested companies, a dedicated pathway will be developed in terms of modalities and timeframes that respect the needs of managing their social capital.

The P.E.P. (personal evolution pathway) is a training program whose aim is to help participants improve their professional life through a maieutic pathway to better understand various aspects of their work, from the motivations that drive them to do it to the values they believe in, up to the goals they intend to achieve and the ways to achieve them, including the choice of the most suitable people with whom to collaborate to make their professional dreams come true.

The course is divided into 6 modules. The first module focuses on illustrating the differences between individual and team work, in order to gain a better understanding of the strengths and weaknesses of one and the other way of working: how does team work usually proceed? Is it effective or is it hampered by conflicts and misunderstandings? And as far as individual work is concerned, can it be carried out smoothly or are there many problems? In order to manage team and individual work – both of which are not only indispensable but also complementary in a company – one first needs a clear awareness of how one conducts activities, alone and in a team.

The second module focuses more on the individual. Here the question the training course helps to answer is: who am I and why do I do what I do?

The third and fourth modules, on the other hand, put the spotlight on dreams and values. In order to achieve the desired goals, it is necessary to outline a precise vision, which also takes shape from the values that are expressed, i.e. the pillars that guide individual actions and which represent a true gift that each employee brings to the company of which he or she is a part.

The fifth module concerns the target market, i.e. the identification not only of those who are the current customers of the company or of the individual resource within the company, but also of those who are most attracted by the products or services offered and those whom one would like to involve, two categories that do not always coincide.

Finally, the sixth module focuses on the operational tools useful to define an effective network of contacts.

From these contents it is clear how the company that chooses this path will be able to contribute to the growth of all levels of its resources, starting from the entrepreneur who can involve, together or at a later stage, all its collaborators, from the managerial and executive area to the operational area.

The second course deals with behavioural styles. The aim of the course is to provide concrete and ready-to-use tools to relate correctly with an interlocutor from the very first moment.

The course starts with an initial personal self-assessment to identify one’s own predominant style on the basis of those outlined by the DISC model, a descriptive model of behaviour developed in the field of psychology that helps to describe them according to the combination of four factors: dominance, influence, stability and caution.

The session continues with a practical exercise that provides an initial return of awareness of how each person has made the shared tools their own.

Managing your time at work in the best possible way is fundamental to optimising your activities, feeling better, i.e. fulfilled by what you are doing but also happy to have completed your planned tasks on time, and carving out some space for yourself.

The course is divided into three areas, and explores topics such as time-related anxieties, todolists, agendas, but also the categories of activities one has to perform, offering evolutionary tools for managing oneself over time. There is also a focus on two topics that affect time, namely the target market on the one hand and delegation on the other, both of which are very important for time management in the company.

Conflict management is another type of in-company training that is explored in a dedicated course. Conflict is in fact a frequent element in all everyday situations, including the professional sphere; consequently, it is important to understand what it is, how to manage it and also how to transform it from an obstacle into an opportunity.

Among the specific training programs about this matter, this one explores the topic of conflict from all points of view. Starting from the understanding of the modalities that generate it and the ability to recognise it, then moving on to the identification of the actors who are the protagonists, investigating what their role is, what they experience and how they are perceived by others.

The course then offers a series of useful tools to make conflict an opportunity for growth and analyses the importance of active listening – i.e. a form of present, attentive and focused listening that differs on the one hand from hearing, understood as a mechanical activity of the auditory apparatus, and on the other from listening, i.e. the rational activity of intellectually processing what has been heard – to better understand the dynamics of conflict and make it an empowering opportunity.