Picture overall of the system training… General considerations on the tourism training… [Megaposts]

About the management of human resources in organizations

About Human Resources Management:

1. Leadership and coaching for the development of human resources
2. Brief analysis on training in Mexico
3. The important part of a company are the actions of its members
4. Training continues: political education pending
5. Technical training: issues and developments
6. Picture overall of the system training
7. General considerations on the tourism training
8. Expertise, skill and creativity of leaders in the areas of training
9. Training Vs. "Retraining"
10. Guide for conducting an analysis of tasks 4 interview
11. Guide for conducting an interview of task 3 analysis
12. Guide for the preparation of an interview of analysis of tasks 2
13. Guide for the preparation of an interview of analysis of tasks
14. The process of elaboration of the training plan
15. Enterprise-based training

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[ 1 ]

Leadership and coaching for the development of human resources

Axes of the programme

What is coaching. Origin of the term coach. Some considerations about the theoretical framework of coaching. The functions of leadership and its role in the organizations. Differences with respect to the traditional leadership. The leader as designer of the strategy.
The effective delegation: mistakes and successes in the delegation process. Effective communication. Importance of communication in conflict resolution.
How to choose suitable for each supervised coaching style. Identification of the profile of the person. Patterns of professional success. Propulsion of new actions and exercise of creativity.
Work teams. Vision shared. The process of coaching. The recognition of management. Steps to a proper recognition of management.
The skills conversational: the language as a generative of actions. Conversational networks. About the acts. Identification of areas of improving implementation. Examples.

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[ 2 ]

Brief analysis on training in Mexico

As one of the major Latin American economies (together with Brazil) the country with more number of free trade agreements, Mexico has experienced great changes in the field of training in the past 25 years.
In them ' 70 with an economy closed and little competition, the companies Mexican not made too effort nor had interest in develop to their employees.
The promotions were unusual and were often based on networking or interpersonal relationships rather than on performance.
So far the most usual way for a new employee to learn his work was through"Apprentice". In other words assigned you a mentor (often a former worker who had no idea how to transmit the knowledge) and thus was trying to "grab what they could". Another popular method was referred to as "dip it in water. If can swim, survived. If not..."
The situation began to change in 1978, when the Mexican President José López Portillo, he realized the need for increasing the level of the country's industrial productivity, then passed several laws for Mexican labor law.
These new laws were known as "Law training", which established the obligation of each employer Mexican provide formal and proper training for each of their workers.
It established regulations for the needs of training, annual training plans, certification of instructors, etc. With the explosive growth of indsutrial during the ' 90s, during the implementation of the NAFTA (North America free trade agreement), the need for professional training became compulsory.
Many Mexican factories began the road to the certificion ISO, seeking international recognition.
The increase of foreign investment in Mexico also caused other types of training such as trans cultural and directive training programs.
CULTURAL ISSUES
At this point, a very important cultural problem became evident: the lack of an attitude objective in training, that will develop a clear understanding of the objectives, written instructions and logical thinking. The reason of this, in accordance with the author Eva S. Kras, was the trend in the education basic Mexican of have an approach universal, oriented to acquire knowledge and concepts of culture general rather than in develop skills as the expression oral, written, or the understanding of reading. Often, any Mexican of 5 ° grade is capable of tell the capital of any country of the world, but you will be find the idea main in a reading.
The solution to this situation is to recognize other cultural trait: the need for structure. This is why the formal courses of objective thought, techniques for writing reports and procedures, structure of a problema-metodos of resolution, etc. can be a great solution.
In 2000, after a great effort in training, the change in the performance of the majority of Mexicans is evident. Many factories have begun to be recognized as leaders in quality and productivity and have won international awards.
During the 2007, the pressures of the market and the competition International (India and China) demanded high levels of increase of the productivity. Training in Six Sigma, Lean Manufacturing, Kaizen, and others technical had great demand, to count with an environment of quality, zero defects and lower costs.
In 2009, training budgets will be adjusted by the international financial crisis.
For this reason it is that companies are reducing training costs, and focusing more on internal instructors.
The globalization adds another trend to the scene Mexican: that the companies multinational must adapt locally its programs of training.
This has led to a significant demand for bilingual instructors who have the necessary experience to this kind of challenges.
The cost of the training in Mexico
Design of the training (tailor-made) 800/1000 USD per day
Implementation of programs: 750/1200 USD per day
Implementation of customized programs: 1500 / 2300 USD per day

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[ 3 ]

The important part of a company are the actions of its members

I do not agree that the most important enterprises are employees. Not so, and every day shows that what is really important in the enterprise are the actions themselves collaborators taking or not.
What would we have in our company the best team if they are not able to perform the appropriate actions? The answer is obvious: little or nothing. Starting from here can rating how the companies have a great challenge to level human: the challenge of attract, motivate, retain and achieve the performance of their employees.
The new capital human has each time more knowledge, are more independent, demanding and less disciplined; This is why they need to be supervised differently. You want to have the right to be responsible and belonging to a company with clear, motivating, flexible and distinctive mission, as well as a broad vision, values and objectives.
They require and seek qualified leaders who definitely forget types of address old - way with sticks, threats and standards - and is that leadership is practiced by objectives and values, which dominate the management of knowledge, will and feelings. Long to be motivated, have a personal and professional development plan. Ultimately, new human capital requires that its leaders have clear dimension of the work, which, for what, and how.

Much preparation

The professional and personal preparation required to our executives and managers today is very high. Among these requirements are that have domain of skills social, management of its intelligence emotional, good character, balance between its life private and professional, coherence, integrity, high self-esteem, creativity, among others.
This will allow that is can meet those objectives. Everything should work without losing sight of the business. It is not easy to meet each of the necessary features and meet monthly, quarterly, annual objectives. If us stop to observe the wide staffing that should own that that "is dare" to lead a company, us ask would the leader should birth or do is to itself same? This question widely discussed in no few forums has a double response.
On the one hand the leader was born, but also a leader can transform is or do is to itself same. Logically, the person who born with certain attitudes and skills for leadership will possibly have a change easy or feasible, although you must learn how to use their gifts in its own benefit and that of others. The leader also formed.
With the attitude proper is can learn to be an excellent leader and get to the style of leadership that is proposed. We can also offer a varied literary on management, leadership, management skills, business management... There are enriching titles, authors who provide us with an invaluable source of knowledge, tools and methods and get be a real support for the personal and professional development.
But is this enough? Obviously each case will be different, but from my experience of working with executives I can say that it is not enough. What if you get is that they reflect, to recognize the absence of any skill, the need for improvement or professional or personal empowerment, and this is already a great achievement. If it also goes a little beyond and you decide to recognize that you need help achieving multiplies.
Is a great challenge get that an Executive get reflect with sincerity on their weaknesses, on its features to improve and that offer an opening wide towards it improves and the change. After the reflection, are we presents a question important: how? Yes, how I can perform all that of what am being aware that need change, improve, strengthen? In addition, who I will help? We must not forget "solitude" in which a leader must live in many moments of their day to day, loneliness to collaborators, superiors, peers, employees groups.
The "coach" will work raising awareness of your customer, generating its responsibility and urging action, i.e. will work first to make you aware of the situation that is, to where you want to get and what is the goal to achieve. A time clarified the point of departure and point of arrival, the grade of commitment for get get to the goal will be very important.
The customer should be aware that what they want to depend on it and that it will be a cost, an effort. Obviously, it will also mean a satisfaction, but is the client who must seek it not the "coach".

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[ 4 ]

Training continues: political education pending

a DESCRIPTION OF THE SYSTEM
The problems of the system training tourist Spanish in what is refers to training continuous can divide is, at the time of be described and analyzed, in two large groups, attending to his quality of:
• problems structural, and
• short-term problems
This division of problems gives us understanding of its gravity and the difficulties posed by your solution. In fact, the structural problems of tourism training (hereinafter FCT) are intimately linked to the essential characteristics of the tourism sector. Thus, temporality, one of the main characteristics of the sector, as fought by the distortions generated by, is also cause of many disorders of the FCT.
As see, since the training continuous is characterized by be directed to workers in active, occupied, the existence of large bags of companies and of workers of the sector tourist that alternate cyclically periods of occupation and unemployment prevents many times that coincide in the time them courses with the existence of workers in Active interested in them and with time for form is to work.
Among them problems structural of the FCT will highlight the following:
• temporality of the activity desk,
• Async adorned work / training!
• the tourist company size small,
• location isolated from the Centre's work.
The short-term problems of the FCT
We noted these as main:
• low levels of qualification,
• inexperience in FCT,
• limited budgets.
The solution of structural problems which then we analyze is complicated and beyond the control of the sector itself many times, depending on market forces, the evolution of social trends or, even, of the decisions of other countries (for example, when are holidays in Germany). Them problems short-term, by his part, have less gravity, since your solution passes many times by the settlement of the system training; Thus, those deficits in trainers or in facilities training specialized in tourism is Iran resolving with the time through them investments economic planned in them agreements national of training continuous (ANFC).
b. ANALYSIS CRITICAL, PROBLEMS THAT ARE DETECTED
b.1 temporality of the activity Turístic
As mentioned, the existence of tourist seasons causes obvious mismatches in the sector, leaving the FCT also affected.
It own dynamic administrative of the award of the aid of them agreements from their entities management (INEM and FORCEM), causes that them deadlines effective of realization of them actions training is focus between them months of June and September. Want it say that all tourism enterprises that develop the bulk of its activity during the summer have very complicated develop FCT. Obviously, booming summer activity, it is very difficult to devote hours to training, since there is no 'free hours' to become.
Therefore, we have the problem that a considerable part of the companies of the sector only settable FCT during periods of low activity, between October and December, when the administrative term ends for training.
This problem, being important for those workers with a contract fixed, is worse in those cases of workers with contracts temporary different to the of fixed discontinuo1. Indeed, a worker of the sector tourist can have time to form is in November, but can occur that in those dates not available of a contract that give access to the courses of FORCEM.
"The problem can be even greater if the activity of company not is subject only to them seasons but also to them bridges and purposes of week". Are numerous them SMES tourist that present sharp ups and downs in your activity daily, with days without just activity-therefore, without personal- and days holidays frantic where all the hands are few.
Again, we have the paradox that when there are workers there time to form.
The situation is why give out training subsidized by the ANFC, where the company is free to mark periods of training and requirements of access. Unfortunately, is very little the FCT that is made out of these agreements. Indeed, them ANFC emerged of the will of the organizations business and Union to solve the huge deficit that presented our country in training continuous concerning the environment European.
The appearance in them last years of the ETT is another factor to consider, since it training continuous specialized of them workers of these companies is significantly less, by rule general, that the training continuous that receive them workers linked to them companies tourist. Similar situations may occur when companies that outsource their services with third parties.
b.2 asynchrony workshop / training
One of the workhorses always posed bargaining on training between companies and trade unions is the timing to form. The company, often prefer the worker to perform the FCT out of the adorned work, especially if it's a course that does not organize itself.
Conversely, social agents try to match that adorned labor and time of formation, which can only be achieved on rare occasions when it is agreed that the course will become part of the training plans of the company.!
We are therefore in a situation subject to negotiation and correlation of forces. The reality is that the FCT performs under these conditions:
• the great majority, out of the ornate work,!
• then, which is developing part inside and part out of the ornate,!
• minority is the FCT that develops inside of the adorned labor.
Another added problem is that in the tourism sector are not rare cases of boast or shift work long and much physical activity.! Also, the tiredness psychic that causes the tension of be in contact continuous with the public usually carry to them workers of the sector to be little willing to attend to a course of FCT after its ornate labor.!
b.3 small sized tourist Enterprise
All the analysis on continuing training match at this point: a smaller enterprise, greater difficulties to access to continuing training. Obviously, in a SME is difficult that a person can go to a course, since not is no one to replace you during your absence.
As is known, the sector tourist Spanish is based on a network huge of small business related direct or indirectly with the definitions of "activity tourism". Without entering in digressions, it true is that is very complicated approach the FCT to the small company.
For example, while in a large company tourist is easy and usual perform Diagnostics of needs training, in a SME tourist the situation is completely the contrary. We must carry out studies of training needs by sub-sectors or territories so that these studies are economically feasible. These SMEs own volatility impedes even that the results of the studies can be applied: when put up watercourses resulting from the study the companies have closed down or have even disappeared.
The same occurs with them others elements of the FCT. While the large tourist company will have its training plan, training and stable and professional guidance, specialized trainers, classrooms and modern facilities services, tourist SMEs lack these resources and are subject to the existence of external support, via grant.
Thus, the ANFC contemplate them plans grouped as solution for the case of the SMEs. In frequent occasions the intervention of the SME tourist is very scarce in the design of these plans grouped, limiting is to the signature of its accession to an offer closed and prepared by a consultant alien, sometimes, to the own sector. Only when there are sub-sectoral and territorial business associations can guarantee is a correct interpretation of their demands. In conclusion, the existence of associations, strong and representative of the sectors and territories, and its Union counterpart, is the only guarantee for a proper functioning of the FCT to small and medium-sized tourist enterprises.
b.4 If would located isolated from the work center
It is common in the tourist sector workplaces are located away from the urban centers, where it is easier to teach the FCT. Take training to places where there are no adequate classrooms, modern, nor professional equipment trained, supposed to significantly increase costs.
He problem is slower when the company tourist, thanks to their contacts in the sector, gets tickets cheap for move to them teachers and students, or when a hotel runs with them expenses of accommodation and maintenance of them participating or when can offer a space to serve of classroom provisional of training.
But the truth is that these higher costs prevent in fact on many occasions there are formative actions in workplaces located in places which are no doubt tourist, but that lack of training resources.
The Spanish hotels in the Caribbean and North Africa is a good example of this problem. Also, accommodation Hotel and non-hotel, restaurants and centres of entertainment that are located in villages small or in areas of mountain depart with a situation disadvantageous at the time of get organize the FCT.
Again, the solution passes by organizing is and grouping to the sector to get distribute them costs. «But nor is easy that in a same area match them interests of them companies» tourist and is can organize, for example, a course on quality for all the restaurants and hotels of a region.
b.5 low levels of qualification
The problems may also be tested from the characteristics of the recipients of the FCT.
Thus, old age is a handicap for the FCT, as grows the age of workers their basic training deficits are greater. Facing future generations, well formed in school terms, we find ourselves in the sector with large groups of workers with few qualifications and manifest problems of literacy that prevent them to take advantage of the FCT:
It is very difficult for the sector to solve these problems arising from previous educational policies. Only with one greater than normal investment effort and adaptation of training methodologies to these realities such deficits of departure can be alleviated, in part.
By the contrary, not seem to be these them problems of them formed in the FP ruled ancient or modern of them TEAT, since their levels training are largely sufficient for face is to a course of FCT. In all case, can talk is of deficiencies specific and punctual, as can be them related with them techniques of study.
Is by this interesting pose is the insert in them programs training of them courses of FCT some module as them of technical of study, that allow cool habits of study that perhaps the student has forgotten after spend several years since left of study.
b.6 inexperience in FCT
As we have seen, only in recent years, thanks to the ANFC in our country have begun to cover the large gaps in training.
The tourism sector has not been oblivious to this trend, with the aggravating circumstance that was based on levels of experience in continuing education really low levels of other sectors, such as the industriales2, where at least there was a tradition of training before the agreements.
This inexperience in FCT translates into shortages of specialized trainers, especially trainers with experience in jobs and companies in the sector. Also missing materials teaching adapted to the new contents of the professions tourist. By these deficiencies, there may be courses of FCT whose quality is not adequate.
For the future, it will be necessary to implement solutions such as:
• Establish programs of training of trainers of FCT.
• Develop materials specific for FCT
• Create training centers specialized in FCT associations.
• Establish a centre of area national that coordinate the research basic on FCT and that serve of reference methodological.
b.7 scarce budgets
Is feasible foresee that with the step of them years there will be difficulties for access to the FCT for reasons budgetary. Annually, the ANFC receive requests for subsidy amounting to some 350,000 million pesetas, while the funds available are around 80,000 million pesetas.
They are therefore without demands of training four times older than the subsidised.
The skill and the coherence of economic and social stakeholders of the tourism sector will depend on that comes out more or less benefited in the inevitable allocation of available funds.
b.8 trends in the medium term
We can summarize the trends and changes to be expected in the medium term for the FCT in the following:
• There will be more FCT.
• It will be more professional.
• Will be more integrated with the rest of subsystems of it training professional.
• Must be certifiable in accordance with the national system of professional qualifications.
• Will be evaluated through indicators of quality.
To make these forecasts we have taken as a guide the objectives set out in the national programme for vocational training (2 ° PNFP) 2. This program continues as started in the first program and is the result of the negotiations which culminated in the adoption by the Council General of vocational training, comprising representatives of the administrations – central and regional - business organizations and the Trade Union.
An effective from 1998 until 2002, the PNFP 2 ° is set ambitious goals, whose attainment only seems possible if their actions are close to the real world of production and exchange of goods and services.
Review then the four objectives that marks the 2 PNFP for it training, continuous and see what measures will affect to the FCT.
c. MEDIUM TERM TRENDS
c.1 professionalize the FCT
The development of the FCT passes, without doubt, by its greater professionalization and integration with the rest of subsystems of vocational training, to what these measures will be developed:
1) develop the role, in the management of the FCT, the social partners, enterprises and workers in the sector, in accordance with the arrangements that may exist.
Currently, the management model contemplates the participation of the administration through the INEM, and the social and economic agents through FORCEM3. There are joint committees, both territorial (CPT) and sectoral (CPS) FORCEM.
The trends are running to a greater decentralization of FORCEM and a greater role of the CPT. In those territories where the tourism is a sector important, is certainly a good opportunity to reinforce the FCT.
As for the CPS, the tendency is to reduce the high number of existing sectoral commissions. With the tourism sector the following current CPS, that can be added in the future relate at least:
• CPS agencies of trips
• CPS car hire
• CPS trade
• CPS catering
• CPS merchant
• CPS air transport
• CPS passenger transport by road
(2) enhance the treatment, in the negotiation collective, of the FCT, through channels professional, favoring the Inclusion of clauses in them conventions that is agreed that conducive to its development and a greater investment in training, for facilitate itineraries training.
The idea is clear. It is remove the FCT in the strict framework of FORCEM and view him as something more than the mere provision of courses. For the sector tourist, this represents a challenge important, because not forget that still there are congealed categories professional and conventions outdated where the FCT just has presence.
These changes only will be possible if is produce the corresponding transformations in the culture business, above all of them SMEs tourist.
(3) set objectives and priorities to be properly combine the territorial and sectorial fields of action, through the elaboration of criteria emanating from collective bargaining.
As we saw before, the greater prominence of them CPT is a magnificent opportunity to them territories dependent of the tourism get more FCT. If to this we add the good work that are already developing the CPS related to tourism, will have in the coming years the clues needed to know what the FCT that must be set in each case: what are the priority sectoral and territorial criteria which are the most popular training actions, etc.
c.2 certify the FCT
With this objective is aims to the certification of actions of training continuous in relation to the system national of qualifications, but the delay accumulated in the Constitution of the Institute national of them qualifications is assuming a break in the integration of them subsystems of it training professional.
The discrepancies between them certificates of professionalism of it training occupational and them titles of the FP regulated are sometimes very evident. Thus, we have the Bachelor's degree average technician in "Kitchen" with 2,000 hours of training and the certificate for"cook" with 1,045 hours. These discrepancies of split prevent an adaptation direct and to short term of the actions training of the FCT.
The FCT has not established so far its own "modules" or "titles", just waiting for the SNC. But the time has come to do it, by rotating the FCT to a set of training modules, which will be certifiable by the CNS as far away in its contents to the formal FP and the occupational. Not will be a task simple and certainly will give place to a series of works technical, which must be developed by them entities training of the sector tourist, by be these them more trained to pick up the needs of the sector.
The biggest problems appear when addressing the situation of workers not qualified in the turistico4 sector, because you must be offered a FCT, in addition to serving them for their job or personal development, is recognized by the national system.
Finally, remember that the PNFP 2 ° contemplates the creation of observatories which provide information on the development of the content of occupations, the generation of new occupations and the establishment of priorities within this objective. These observatories, are badly needed for the tourism sector as it has traditionally lacked research structures of its labour market.
These observatories could begin formed from sector training institutions and professional associations of the same.
c.3 promote the FCT
With this third goal, raises the PNFP 2 ° measures which aim to solve many of the problems which we discussed in the initial paragraph. These measures we are interested in particular:
1) improve the social recognition of or FCT.
Matches the macro-objetivo get a better image for tourism, their companies and their professionals.
(2) facilitate the access of them workers of them SMEs, especially of the micro.
It is a measure that will benefit many companies in the sector or linked to it, are certainly not the essence of a destination - case of the rental of bicycles, mopeds or horses - but which are highly sought by the current tourist. This precise measure of a great economic support to be effective.
(3) increase the participation of groups with higher risk of instability, such as temporary workers.
Like the previous measurement, it is of great interest to our industry, and also requires sufficient funds.
(4) prioritized plans training co-financed in part by the companies
A measure no doubt interesting for those companies tourist that by its size or by have of systems of management modernized-as them based in the quality Total-are capable of invest in FCT.
c.4 evaluate the FCT
It seeks to improve the procedures for monitoring and evaluation of the FCT, through quality programmes which provide indicators on:
• training centres,
• media,
• results for employment and
• professional development.
Currently, there are numerous (known as objective 4) accompaniment to continuing training actions that have addressed these issues from the tourist CPS. Some of these research are of great value, although of low broadcasting, given the reticence of their promoters to communicate their discoveries to their competitors.
In the future is carried out these research from them own commissions joint, by it * that the sector must put is of agreement in them themes to investigate, being certainly topics of interest common all them related with:
• evaluation
• quality systems
• social effectiveness of training
d. INTENSITY QUALITATIVE OF THE FCT IN THE SYSTEM GLOBAL TRAINING CONTINUES
d.1 the FCT fortress
The tourism sector has always suffered the negative effect of the lack of social recognition of their teachings, with the case of the TEAT as a paradigm. In training, the situation in far better, since almost all sectors have departed a few similar levels, by the low.
Undoubtedly, the existence of convictions firm to the respect in the organizations business and Union of the sector has been the key that has allowed these advances. The will to manifest not to lose this train of the continuous training has led to the adoption of agreements on joint committees to promote the FCT.
To keep this line of work, we must further articulating collective bargaining in the sector around organizations representing their areas. This will have a positive reflection on continuing training.
d.2 international projection of the FCT
Also, share experiences with others countries tourism is very important and can help to get a better image and ones best results of the FCT.
By this, should boost is in them next years them projects transnational in which the sector tourist Spanish, as already comes showing, can have a role active and important of transfer of know how.
It will be basic to promote the presence of tourism business and Spanish tourism training centers in projects involving the momentum of tourism in the new community partners from Eastern and Northern Europe, as well as in Mediterranean countries and America.
Let's not also forget that the Spanish model of joint management of continuing training is an experience that is admired by other countries and fully exportable.
e. FEATURES and PROFILES OF THE FCT
In the current training continuous, the actions training respond to contained sectoral (plans of company and grouped) or transverse (plans cross-sectoral). This same division occurs in the FCT and we use it to analyze the characteristics of the continuous training of our sector.
e.1 training sector tourism
The existence in the masculinizadas professions - waiter - and femineizadas - maid - sector translates into courses where the presence of persons of the same sex is the tonic.
As general traits, we can say that the students are older than the students, and having more stable for longer in the same company contracts. For their part, the students have educational levels and degrees higher than their male counterparts.
The most significant is that the FCT's business plans is aimed especially at managers and middle-managers of enterprises, mainly in the areas of management and commercial. The contents of the actions respond to the needs of these groups: Organization and management, systems the directing skills,...
In the pooled sector plans, criteria are set by the respective sectoral committees. We then reflect the sectoral priority for the convening of the 2000 criteria set by two CPS, the hotel industry and travel agencies.
1) priorities of the CPS of hospitality:
• training destined to companies of 50 or less workers,
• training directed to workers engaged in programs of promotion or recycling Professional with greater needs of training,
• training on systems of organization, systems software, new technologies, operation in Terminal point of sale,
• training for waiters, cooks, House waitress, receptionist, languages for catering,
• training actions for prevention of occupational hazards, industrial relations and handling and storage of food,
• training actions for Administration, sales services, maintenance services, computer science,
• training plans on improving the management especially for SMEs,
• training actions linked to skills or training components described for obtaining professional certifications listed by the ProfesionaJ formal training or by certificates of professionalism.
(2) priorities of the CPS of agencies of trip:
• training for companies of 250 or less workers,
• training destined to companies with strong rhythm of innovation technology and/or products tourist,
• training destined to companies affected by the seasonality of the production,
• training for companies in growth and expansion,
• training for companies with special difficulties and viability plan,
• schemes for groups of recent addition, or to groups with a minimum of four years industry experience or temporary contract workers,
• training for the adaptation of the groups affected by processes of quality certification,
• training in skills rare in the market, such as commercial management through new technologies, quality of service and customer service, knowledge of desfijados tourist products to disadvantaged areas and/or alternative tourism,
• plans for the improvement of management of SMEs, especially those of medium template less than or equal to 15 workers, with specific reference to the companies of the social economy.
e.2 training intersectoral
Workers in the tourism sector also participate in intersectoral plans to form on matters common to all occupations, being the most common:
• Computer science
• Languages
• Business and administrative techniques
• Installation and maintenance
• Health work
Them traits of them recipients are them same that them designated in the point above, but is remarkable that in these plans is prima the participation of them collective with risk of exclusion, as women, older of 45 years and workers not qualified. Dominate the areas of production and maintenance workers, and are both large companies and SMEs.
In conclusion, for them next years, and still pending of the renewal of them III agreements national of training continuous, that is extend expected from the 2.001 until to the 2,004, can say that them strategies of the FCT will be based in them considerations that have designated in these paragraphs.
Participation
The following data have been extracted from the "memory Balance of the I national agreement for continuing education 1993 - 1996", published by FORCEM in June 99. There are no current published data.
With regard to amounts economic by sectors, are these data:

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[ 5 ]

Technical training: issues and developments

a DESCRIPTION OF THE SYSTEM
At the present time of building a knowledge-based society, there is no doubt of the importance and the role of vocational training. The economic growth of a country depends on the competitiveness of the companies that are their main resource in their skilled workers. Therefore, a welfare society requires training of quality which respond to their demands. The evolution of it society Spanish in the last 20 years has much that see with them advances of the system educational and within she it training professional has played an important role as promoter of the success economic and social of the environment.
It training professional planned in the LOGSE, is raised as double objective overcome them deficiencies detected in the system earlier regulated by the LGE of 1970 and give response to them needs of resources human qualified of them different sectors productive, of the hospitality and the tourism in this case.
Faced with this situation, the reform of the education system develops vocational training which seeks to respond to the requirements of qualification of companies today, according also with the countries of the European environment and which in turn resolve the shortcomings of the previous system, as they were the excessive academism, training processes based on skills training for long periods of time, or the approach of vocational training as a alternative way of training for which they were not excess basic education, with the consequent social prestige,
The definition of a system of professional qualifications in skill levels, technical means and above, raised a number of issues that required new solutions in our country.
According to the law, vocational training should provide a multi-purpose training that will allow the incorporation into working life, contribute to the permanent training of citizens and meet the demands of the qualification of the production system. This mandate means investigate the needs of qualification of the tourism productive system and define a system of titles that have enough agility to adapt and respond to changes in technology and social sector.
In this line, the education system differs general training that has greater validity, specific vocational training (in later FPE) which is subject to a rate of obsolescence and much greater change and which requires an important linkage with the productive world.
The FPE in the hospitality and tourism professional family is ordered in 7 training courses, three grade medio1 and four grade superior2, of variable duration and modular structure, which include an important part (approximately 25%) training in productive situations real through cooperation agreements: educational-production centre. There are three programs initiation Profesional3.
There is no doubt that if something is marked vocational training in the tourism sector is dynamic, updated by be practical training, with future prospects, with a fast insertion in the labour market than in other sectors, and that implies mobility of workers.
The major objective of the vocational training offer employability in this sector is being fulfilled, there are certain problems and trends in evolution that is important to analyze to improve the tourism professional training system.
b. CRITICAL ANALYSIS
b.1 problems that are detected in the training professional regulated (FPR) in the family professional of hospitality and tourism
There is a series of points critical in it training professional of the sector concerned to five issues fundamental:
that need of revision and update of the cycles training
After the experience of six years from the publication of them titles and five of implementation, is makes urgent a review of these titles for meet with the requirement of adaptation continuous to them changes and to the evolution that is have gone producing in the sector tourist and to collect the experience of them centers educational of all these years.
Changes in the qualification and the new definitions in the sector should be reflected in new qualifications defined by the National Institute of qualifications (INC), in order to work with a reference common nationwide, as it established the second national vocational training program.
The delay in the start of the activities of the National Institute of qualifications has resulted in that it will still take a considerable time to obtain these products for what should start prior review of the vocational training, at least in those most urgent academic aspects, such as the duration of the cycles of higher grade, all point low , or the number of students by classroom, excessive for the good development of the classes, without entering in the analysis of them profiles professional.
Lack of coordination between the administrations involved in the Organization and management of the system of training professional tourist
Is clear that is urgent the need of coordination in matters of training between the administrations labor, educational and tourist. This coordination should give is in sense vertical, to the full integration and coherence of the system training tourist, studying possible overlaps or hollow in the offer, and in sense horizontal, with the coordination and the establishment of them correspondences and validations that are from, based in a reference common.
The Central educational administration must also deal with the diversification of the offer of vocational training with new modalities: modular, distance, adults, night, blended, etc, in a way that will effectively meet the requirement of flexibility of the training offer, v, adaptation to the diversity of the student body. In addition it must put in place the necessary mechanisms to provide a systematic, quantitative and qualitative evaluation of the results obtained in the RPF for the LOGSE.
The management of the RPF is competition of each administration educational within the autonomies. At the present time all the autonomous communities, with the exception of the Principality of Asturias and the territories of Ceuta and Melilla, have already signed the agreement of transfer of competencies in non-university education or enjoy them for some time.
This fact, apart from the benefits that entails, necessitates an effort of coordination between the various educational authorities. It seems that the development of vocational training in the different educational administrations lacks an effective body that alleviate the current lack of coordination of the autonomous communities, which increases as these transfers occur.
On the other hand, lack of mechanisms of centralized, reliable, effective and updated with a view to the possible public vocational training.
Need of training, updating and motivation of the teachers
The training of the Faculty continues being a question pending within the teaching of hospitality and tourism. There are collective of teachers with large deficiencies training and needs of update: on the one hand those with a great experience professional prior, or simultaneous to the exercise of the teaching, but with a level cultural low and ones procedures of intervention in the classroom based only in the transmission of technical and, in the other end, the collective of the teachers without experience professional in the sector , with a few overly academic and far removed from the reality of professional approaches. Upgrade to teachers in the use of methodology and new media that facilitate teaching practice would improve the quality in the development of education.
Another great problem that is necessary address is the lack of motivation and commitment, as well as the lack of expectations professional, of them teachers, in the training professional regulated.
Need of a further approach to the sector production
The collaboration and influence of the sector in the training is crucial. It is essential to establish mechanisms that encourage this closeness, as an important part of the training takes place in the company and improvement of tutelage in this environment is evident.
Still does not exist in the sector a sense of co-responsibility in the training; This is a long-term change in which the administrations involved should work. It is one of the approaches of the new national vocational training programme; However it will require concrete measures that effectively promote this narrowing of relations between schools and companies.
Lack of knowledge of the offer of vocational training by sector and makeover of the RPF to society
Great part of the sector tourist still unknown the offer of it training professional, of there the urgent need of guidance and information to them different public.
The change of image of vocational training to society it is a slow process, which will have already given the first steps, but still long way to go. Begins to recognize the professional competence of the graduates, to consider the vocational training in hospitality and tourism training offer, especially in the top grade, as a reliable and effective alternative. This influences directly in the flows of students, in the acceptance from the sector productive and in the level of satisfaction of the graduates
Recently the Administration Central has undertaken some actions in this sense as it / shows of training professional and the / Congress International of training? Professional celebrated both in the Fairgrounds in Madrid during the first days of December 1998. Also, is has undertaken a campaign informative in them means of communication to scale national with the objective of perform a change of image on it training professional regulated, transmitting ideas of quality, reliability, professionalism and modernity e informing about them titles of training professional as well as of its importance as a via agile and updated that allows it inclusion labour of their graduates.
Shortage of specific teaching resources for the tourism sector
Obviously, the lack of specific teaching materials, both for students and for faculty support. In the market there is little offer texts for tourism training and at workplaces is accused a great lack of ' specific bibliographic Fund.
On the other hand is little communication between the centres and is not encouraged the transfer of experiences that could be transferable and enriching a few institutes to others.
In terms of the provision admittedly a pretty good level of facilities and equipment of the centers of this professional family, not in terms of operating budgets, which often are insufficient.
In what is refers to the offer private of cycles training of hospitality and tourism is quite scarce in our country, especially in grade upper, due, partly, to the lack of measures that it encourage.
b.2 trends and changes of the RPF to medium term
The evolution of it FPR within the sector tourist comes marked by the fast change e increase of level in them requirements of qualification of resources human that demand them companies of the sector, by the need of transparency in the market of work, especially complex in the world tourist by their conditions of seasonality, by the enlargement of the field of reference of it training to a frame European and by the trend to a greater mobility whether students, teachers or employees.
He new program national of training professional is a part fundamental of them political active to contribute to the employment stable, to the promotion professional and social of teachers and students and to the development of them resources human in the companies. This program collects the trends of evolution of it training professional to level general and brand for the FPR five large objectives that den response to these new requirements to medium term. He work in the achievement of these objectives will have a great influence in the RPF of the area tourist. Is developed then the major implications that, for the sector, has each one of these five objectives:
1A develop a FPR of quality that favors its professional dimension
The program considers the creation of a national system of qualifications through the integration of the three subsystems of vocational training.
One of the consequences of this integration will be the existence of a common reference in the definition of qualifications in the hospitality and tourism sector. This will allow that them actions training is oriented towards the achievement of these competencies, promoting is mechanisms of integration of it training regulated with it training occupational and continuous.
This line of integration will favour, also, that is believe centers specific of hospitality and tourism where is combine offers training of the three modalities, as already is is doing in some cases, and that the review and adaptation of them titles is perform in aras to this coordination and to the response to them requirements of the sector.
In addition, this quality objective to give place, among others, to the following actions:
• The review of the implementation of the teaching of hotel management and tourism, improving it and expanding it if appropriate,
• the impulse to the development of materials teaching of which the sector is so needed,
• the design of tests for access and for the obtaining of superior technical and technical titles,
• the regulation of tuition at the vocational training by professional independent modules,
• enlargement of the modalities of supply of the FPR, such as offer distance and blended learning and night, regimes that in this sector produce great acceptance by the specific characteristics of contracts, schedules, mobility, etc...
Online quality improvement and as regards the design of the training, will have to take into account other fundamental aspects such as: the definitive inclusion of new technologies in the tourism training, increased the level of knowledge of languages in all graduates for reasons not only of professional competence but also of mobility and training, and the training of persons in the acquisition of key competences. Since systems can not evolve continuously to the rapidity of the change of new technologies, they must prepare people to assume these changes and for the self-education throughout life.
2° promote experiences of innovation for its application in the RPF
The tendency to favor the autonomy of educational institutions in all its aspects has increased in recent years. This autonomy already refers not only to the management but also to self-financing. This new approach aims to encourage the development of projects, measures that facilitate knowledge, dissemination and the generalisation of materials and innovative experiences of support and, in general, the improvement of the quality of the processes of teaching and learning of students.
In this line the trend will be the of professionalize the management of them centers of hospitality and tourism, take advantage of best and with an offer training more wide their facilities e encourage projects of improves of the quality.
Noted finally in this paragraph that is pending the creation of a center of innovation and development in hospitality and tourism that, between other actions, collect these experiences, experience the application of new technologies, investigate in it training in the sector and serve of reference for the training of the Faculty of teachings tourist.
3 ° encourage the qualify of the resources human
Two of them problems detected between great part of them teaching, within the formation regulated of the sector tourist, are the lack of motivation and the lack of experience professional. The programme is proposed com & objective develop a regulatory framework that facilitates the stays of the teaching staff in the companies as well as new forms of motivation and incentives for teachers.
In this sense it tends to a much more active role of tourism enterprises in training, what need for coordination and linkages with them. This trend focuses on a greater degree of commitment to development of the FCT professional module, in the greater presence of specialists in the education, the participation of teachers in stays and training activities organized by the companies, firms, administrations facilitate the continuous observation of the productive reality and the evolution of qualifications.
4° provide resource materials appropriate to the objectives of the programme
The program includes a series of averages for an improvement and increase in staffing and a more rational use of resources. Currently there are hospitality and tourism centers that only have activity in the morning and wasted the possibility of using its resources and facilities in the rest of the ornate. In particular, arises provide financial means for provision of goods and equipment to the centers, use the means and equipment to different offers training, measures to improve the management of material resources, performing adaptations of spaces and facilities if required, encourage tourism businesses to yield the use of media to vocational training.
5 ° enhance programmes of initiation professional
Along the diagnosis of the formation of the companies tourist is can observe the great number of workers of the sector lacking of qualification. Is considered fundamental extend the offer training of programmes of initiation professional, accompanying this offer of measures, as the development of conventions or formulas of collaboration between administrations and agents social, that favor the inclusion of students. In addition, to that this educational offer also involves training and professional certification.
In terms of access to training, already not only professional initiation level but at all levels managed for educational administration, is intended to reconcile objectives of quality and effectiveness of education, i.e., without losing sight of the improvement qualitative teaching, attention is paid to the different population groups. There is therefore a strong will that all can access on equal terms to the formation,"professional. This willingness is reflected in the structure of the educational system, the characteristics of the vocational training offer and a package of measures in specific regulatory developments.
He is considered the maturity of a society is derived largely from its ability to carry out the aim to exploit the reserves of talent and, in this regard, vocational training has an important role. The new training professional is an instrument for the employment and, therefore, must be accessible to all. Improve them opportunities of access to it has been and will continue to remain a challenge for the Government.
b.3 intensity of the sector training in the system global
Fits highlight the low intensity of it training professional concerning the number global of students of the system of training tourist. If is relates with the needs of the sector, this would have capacity and need of absorption of a greater volume of personal technical by what is deduces a mismatch in the pyramid of the training and a need of increase the offer in this level.
By comparing the implementation of the family hospitality and tourism with the set of formal also professional training system shows a shortage of supply for the total. For example the map of implantation in public centers for MEC4 territory at the beginning of 1999 (which was around 30% of the total) facing the horizon 2002-2003 was a total of 3.134 vocational training, of which the professional family of hospitality and tourism were 136, i.e. 4.3% of the total, front, for example, other sectors such as automotive with 256 training cycles (8.1%) or administration with 700 vocational training (22.33%). Not seems that this save ratio with the weight from the point of view economic and of generation of employment that has the sector tourist, by what would proceed a remission of them criteria of implementation of these cycles. By way of example, in Madrid only exists a public Centre that is providing these teachings.
As annex to the document is attached them data estimates of centres, teachers, students and graduates of the teaching public in the family professional of Hosteria and tourism in the courses 1998 / 99.
b.4 characteristics or profiles of level
You can enumerate a series of generic aspects which, with the caveats that have been made throughout the report, can be characterized at this educational level:
• up to now has been the only training offered in the restaurant/hospitality area, although today it has begun to teach the diploma in hospitality as private in some universities degree. This point should be object of analysis for gaps or overlaps, does not occur
• centres are generally well endowed in terms of facilities and equipment,
• during the period 1994-1999 these teachings have been co-financed by the European Social Fund in public centers in different percentage, depending on the region in question, always greater than 45%,
• in the start of the implementation of them cycles training is followed the political of offer of the family professional of hospitality and tourism in all the provinces,
• in general seems that, without count with data quantitative, is produces an inclusion fast of the students in the market labor by treat is of a sector that generates the greater part of them put of work in them levels technical for which prepares the training professional,
• the part of the business community who knows the vocational training, recognizes the competence of graduates,
• It is considered that the Leisure and tourism sector plays a strategic role unto with other sectors promising businesses such as telecommunications and information, for which vocational training in this sector should be encouraged.!
Finally, two characteristics that condition currently approaches of any policy of development of vocational training in our country, of a party to the European framework of the RPF and other change in terms of the approach and orientation of the training processes in vocational training.
As for the European environment tends to a community culture and a European model of employment and training, based, as he has been mentioned, in equality of opportunity, transparency of qualifications, mobility of workers and lifelong learning. Why can not detach each of the training offers, they should constitute a set throughout the working life of people. There are currently many programs and projects that work in this line and in which the tourist sector is involved.
Noted, finally, that is essential assume that us found before an evolution in the culture of it training professional. It should be aware that changes in the requirements for qualification of the companies made to vary the relationship between technology and humanism. The approach and direction of the training processes has evolved, not enough have information but ability to interpret it as well as adapt to technological innovations, in response to contingencies, in cooperation with the environment, organization of work, etc., i.e. a smart knowledge must be promoted.
DATA ON TEACHINGS OF HOSPITALITY IN THE 98/99 COURSE (FIRST QUARTER) (I)
Requirements for the DAY ON EL PLAN INTEGRAL QUALITY IN TOURISM (14 December 1999)
(1) shall be made data on enrolment for the academic year 98/99, collected in the first quarter, relating to centres of public ownership.
(2) new graduates for the end of the year 98/99.
(3) data estimated for the total national by not have is could gather the information of all the autonomous communities.

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[ 6 ]

Picture overall of the system training

To order the information existing on the system education in tourism is advisable outlining them different degrees or modalities training applying certain agreements of work:
Organizational CHART OF THE TOURISM TRAINING (According to level of approval)
TOURIST TRAINING CHART (according to responsibility centers)
Notes: R = Reglada; NR = NON-regulated; DT = Diplomatura in tourism (RD 604 / 96); DÉAT = diploma business and tourist activities (259/96 RD and RD Nov/99); TEAT = technician in business and tourist activities; IES = Institute of education high school.
Initial analysis of two schemes allows you to summarize several facts observed in the general picture of the tourism training:
• coexistence of the formal training with the non-regulated, even in the Center or University,
• importance of training not regulated in any of grades taught,
• differentiation outstanding between the training in tourism and the training in hospitality,
• existence of still remains of the vocational training of the old General Law of education from 1970, progressive extension of postgraduates coming to teach practically in all kinds of training centers,
• intervention of them administrations local and regional, as well as of the associations business to enhance it training tourist especially in hospitality and in studies of character specific, as are certain postgraduate.
a VALUATION OF THE TRAINING TECHNICIAN - (DT / TEAT)
The Royal Decree 259/96, 604/96 and l..795/99, on incorporation of top college and tourism studies on schemes and plans of study, can be considered that have led the tourism higher education titles diploma in tourism (current) and diploma in business and tourist activities, can be extended up to 2004 , with authorization in the case of the autonomous communities.; leaving them TEAT as Plan to extinguish, as those students still in course will have of be processed in OFAT according to them forecasts existing.
Treatment of known and estimated on the student data and technical training in tourism centers, allows to build the following picture of the situation, approaching reality managed information:
STUDENTS and CENTRES OF TRAINING TECHNICAL SUPERIOR (studying year 1999 / 2000)
Source: development itself. (*) Estimate (1999).
He analysis of the table allows observe that still, after the course of three courses since is approved the new qualification of diploma University, with change of contained school, only the 43% of them students that enrolled it career is have adapted following them guidelines of the RD 604 / 96 on development of them plans of study. Also, the whole of the number of schools attached to them EOT, during the course 1999 / 2000 still taught in first course the title of technical of companies and activities tourist, that is there will be of extinguish in the year 2001, by what in this period until the year 2000 must transform is in OFAT and in his case in DI
The rate of incorporation and establishment of centres to university diploma studies has followed developments in presenting the annex picture:
There is the great momentum that occurred in the second year of the Plan, and during the current year, multiply compared to 1996 by 16 the number of centers.
Another fact of singular interest is the referred to the number of teachers that exercise teaching in considered qualifications. It should be noted that, on the basis of data on tourist teachings inventory conducted in 1998, is estimated at a figure close to 8,800 the number of teachers that offer this type of training, although not all of them are dedicated exclusively to the exercise of the teaching.
A study conducted on a sample of 25 centers that develop the university diploma determines that the offered materials offer responds to the following distribution:
-Total of number of credits: between 180 and 207
-The average of subjects trunk: 11
-The average number of compulsory subjects: 9
-The average number of electives: 20
-The number of subjects that appear in the curriculum is estimated at 400, although much of them - not core and compulsory - only taught at universities that are optional, structured into different learning paths and proposed them.
The analysis to the group consisting of companies of hotel, catering and travel agencies, out of a total of 425,000 people employment, offers data that only the 7.05 percent of workers have studied technical studies or diploma in tourism. That is 30,000, which is clear that it is a really low number for the current number of students enrolled in the different tourist diploma.
CENTERS THAT TEACH DIPLOMA IN TOURISM AND ACCUMULATED DATA
Source: BB. OO.EE. own elaboration.
b. CERTAIN DATA OF VOCATIONAL TRAINING
At this point will include both vocational training considered in its normal sense, as that one could integrate into higher education or training in the higher schools of hotel and catering. The number of centres and students must consider all those who taught and are trained according to:
-Law General of education (LGE 70) in phase of extinction is organized in two levels:
• Vocational training I
• Vocational training II
-Law organic of management General of the system education (LOGSE 90)
• Cycle training grade average
• Formative cycle top grade
-Schools top of hospitality (not regulated, except for the access)
• Graduates (Santiago, Bellaterra, Marbella, Bilbao and Guadalajara)
• Studies upper (Seville, Sta. Brigida and Santa Cruz de Tenerife)
• Master Hotel (Palma de Mallorca)
• Graduate hospitality management (San Pol de Mar)
It is considered that the number of specialized technical teachers which are built into the Professional catering training is approaching 500, which allows to calculate an average of 20 students per teacher. It should be noted, that in the course of 1998 / 1999 50% of teachers in the schools of hotel and catering was in interim situation, without having consolidated square or destination, for not having called opposition to such bodies since 1993. The situation of devolution to the regions. has made it difficult to the regularization of the process.
DEAR PROFESSIONAL TRAINING AND SUPERIOR OF HOSPITALITY SITUATION
(Estimate course 1999 / 2000)
Source: Inventory of tourist teachings and homemade. (*) They are identified.
Observation of picture of students and schools allows to set several important considerations regarding the formation in the catering trade. Among them worthy of note according to managed data /
• the studies not regulated in schools top of hospitality reach the 30 percent of the total of the students, not importing that them degrees not have character official,
• even while the average of students in them ESHT'ELTAK can arrive to 230 students, the average total not arrives even to one hundred students of hospitality by Center of training professional,
• In addition, accepting the likelihood that there are 120 institutes of secondary education that taught some hospitality module, technical Faculty of hospitality average does not reach five.
Qualifications in hospitality and tourism are sorted:
• Four titles of higher vocational training: accommodation, restoration, information and marketing tourist and travel agencies.
• Three titles of intermediate professional training: cooking, pastry and bakery and restaurant and bar services.
There is a fifth title of top grade, the entertainment programme, which still has not been published in the official bulletin of the State. The training courses are structured in professional modules and these are composed of terminal capabilities. These capabilities are supported in the domain of three contained differentiated:
• developments conceptual and theoretical leave areas of knowledge,
• consolidation of work and production procedures,
• attitudes favourable to the training and the employment.
All this requires necessarily integrate homogeneously technological and practical aspects and general elements, and in particular experiences in the workplace.
The titles of senior technician in travel, accommodation and information and tourism marketing agencies require 1400 hours of training, and that of restoration 2000 hours (top grade). On the other hand, the titles of technician in bakery and restaurants and bar service require 1400 hours of training and the kitchen 2000 hours (average grade).
The survey aimed at the business sector on training requirements in hotels, restaurants and travel (out of a total of 425,000 assets) agencies points out the need for 180,000 qualified workers with professional qualifications or certificate of professional training in hospitality and tourism, such as the titles of the * Middle formative cycle. Then it would be desirable to achieve 42%, with adequate professional training for a correct performance of its activity in the total number of occupied jobs.
c. TRAINING POSTGRADUATE
It inventory of them teachings tourist determines that them studies of postgraduate in tourism can distribute is between those that aim to reach an excellent specialization with a level very high of knowledge and often include courses that is scheduled between 20 and 30 credits, and them masters that tend to get to them 50 credits, and that never have of have less than 300 hours , since many universities require as a minimum 500 hours theoretical.
In general the master in tourism requires a Bachelor's degree or a degree of second cycle; but it often happens, that in the context of tourism, being the base race the qualification of technician in business and tourist activities, and now the diploma in tourism, allows access to the TEATs, since officially there is not the degree of tourism.
Is calculated-although there are many others courses that want to identify is with an authentic graduate in tourism-that in Spain is taught of the order of 30 courses that is considered that acquire such nature. Also, the number of students of average is approaching 30 per course. Then people who annually follow such studies estimated a figure close to the thousand...
The theme developed are very varied, but in general tend to group is in a group limited of areas common:
• Management or management of accommodation,
• Planning tourism and planning territorial,
• Marketing and tourism marketing,
• Tourism and environment and development sustainable.
There is that manifest that two are the reasons fundamental by which there is a permanent and each time more intense demand of these courses:
• the excessive generality of the degrees of tourism offered so far (TEAT, DÉAT and DT), which requires the new graduates, after completion of first cycle studies, find urgently an appropriate specialization (companies, brokerage, transport, marketing and information, etc.),
• the need for tourist who are graduates of other fields of knowledge and knowledge that have not studied tourism with intensity, which forces them to enrol in courses on tourism, in order to minimally approaching the reality of the travel industry.
The absence of a second course or Bachelor's degree in tourism, the continuity disengage excessive core subjects in the study Plan of the diploma in tourism (DT) theoretical and excellent prospects of creation of jobs which generates tourism, no doubt are three factors more compelling to on, (at least until these deficiencies are corrected) , will grow the students of the courses of graduate in tourism.
d. TRAINING OCCUPATIONAL
Is could establish that the frame legal of the training occupational has its background in the RD 631 / 93, by which is regulates the Plan national of training e inclusion professional accompanied of the order Ministerial of 13 of April of 1994 by which is dictate standards for the development of the previous decree and the law of 14 of October of 1998 by which is modifies it or. M. of 13 of April of 1994. Also, by the importance that you corresponds. with regard to the validation of it training, the RD 797 / 95, by which is established guidelines on them certified of professionalism and them corresponding contained minimum of training professional occupational, also has played a role significant.
The LOGSE located to the training occupational out of the system educational regulated and it considered that goes destined both to people in unemployment (inclusion and reintegration) as to workers in active that intend to improves labour, as progression in the knowledge and in the since of work. There is that consider that the training occupational unto to the continuous and it professional or regulated, constitute a single offer training that has of boost is.!
Occupational training in tourism is conceived as the training or educational subsystem that seeks to balance the maladjustment of the labour market, between supply and demand, so an error is to identify it exclusively with formal vocational training or educational grade average.
The DR 631/93 establishes who are entitled to join the national training Plan and professional insertion:
• Unemployed recipients of provision or grant of unemployment,
• Unemployed over 25 years, especially registered more than one year,
• Unemployed under 25 years of age when they have lost previous employment, and that they had worked at least six months,
• Unemployed with special difficulties in their integration or reintegration.
Tourism and hospitality professional family presents a catalog of 84 programmable, from the union of the old families of courses:
• Hospitality and tourism
• Free time
• Languages
The duration of the courses ranges from which has greater duration (Cook, 1045 hours) until the of merfcr duration (guide of route, 30 hours).
In the frame of the training occupational should highlight is inside the system educational the expedition of cough certificates of professionalism, which pursue:
• identify the skills professional characteristics of an occupation,
• joint occupational vocational training to ensure skills of the worker,
• provide professional certification national validity, to facilitate the transparency of the labour market and labour mobility.
The certificates of professionalism regulated, are the following:
• Travel agencies employee
• Restaurant-bar waiter
• Hotel housekeeper
• Cook
• Hotel receptionist
• Maid
In 1997 rose actions taught according to destination:
Territory INEM 416 u
u community Valencian 134
u Andalusia 427
u Galicia 105
u 227 Canarian community
e TRAINING
It article 1 of the II agreement national of training continuous sets that "to them effects of this agreement is means by training continuous the set of actions training that is develop by them companies, them workers or their respective organizations, through them modalities planned in the same, aimed both to it improves of them skills and ratings as to it requalification of them workers occupied" allowing reconcile greater competitiveness of the companies with the individual training of the worker".
RESULTS OF CONTINUOUS TRAINING PLANS
Source: inventory of the teachings tourist.
Is therefore observed that while for the occupational training there is the figure of the collaborating centers regulated by the RD 631/93, in continuous training actions are developed well directly by companies, trade unions and business organizations or other bodies, such as the official school of tourism has been doing since 1995, either indirectly through private institutions and companies advising or office acting on behalf of the first; so, it is virtually impossible to make an inventory of the conglomerate's performances and companies and institutions that have carried out actions in continuous training, sometimes in a casual way.
In order to evaluate the results of the implementation of national lifelong learning agreements, we will study in the field of the hospitality sector the information describing the inventory of tourist lessons for the year 1996, as example and intensity of this formation. Is appreciated that it most of them plans approved corresponds to the type of Plan clustered, reflecting the reality of the sector, since it most of the companies are SMES. The 264 plans requested is linked with 24.182 companies, with a template of "261.658 workers and a total of people included in the Plan of 186.214."
The approved plans corresponded with 20.254 enterprises, a template of 189.822 workers and 100.887 participants included in the plans. But certified students - or that concluded training courses were only 61.454 belonging to 5.139 companies with a workforce of 117.697 employees.
In addition to plans for continuous training of management agreements promoted by sectoral joint committees - in this case of hospitality and travel agencies - should mention 1.531 training actions which were carried out in 1996 (specific, cross-cutting and sector-related) for the hospitality industry.

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[ 7 ]

General considerations on the tourism training

a. INTRODUCTION
Training objective at present cannot be considered as an independent or isolated, but it participates in a direct and active manner in all integrated process of development of the society. I.e., it is a link in a system that has to be harmonized with all and each of the structures or integral parts and which are justified in their active role by compliance with rules or laws.
It analyze it training as an ideology, or only as a behavior positive of them groups, is also an error, since the training is justified in certain needs real, and is subject to them principles that ordered them relations social or them models productive. Not being solely a principle theoretical their purposes.
Understand the training as a style g as a philosophy is undeniable that presents aspects very favorable. However, the training is necessarily much more than an attitude or a decision of progress. It consequently responds to an inescapable obligation, where non-compliance has lead to unmitigated disaster. For this reason, such thoughts considering that training in all its projections and characters means future, and improves could be summarized. It not training, by the contrary, is equal that collapse and loss of position: which in the horizon of the medium and long term causes the failure and even the deterioration social and the decline economic.
This work that now is introduces develops and builds to mode of model of architecture, a vision almost full of the system training of the tourism Spanish, setting as a period of reference the year 2000. Now that so many variables and situations seems to be a timely moment of reflection.
The ultimate goal of the effort is to a sectoral diagnosis that allows to observe how and measure the tourism training works in Spain. Also, are we to understand the term diagnosed; as an examination of the situation, enhancing the description of problems and dead spots, and valuing the positive aspects of the model to try to express them in an objective and real.
Is clear that the activity tourism Spanish has reached a significance qualitative and quantitative of great dimension. Certainly any circumstance that affects to the tourism can be important for the society, and by this should permanently establish is mechanisms of observation and control.
The training as part of a system-as before is said- and in addition to a system with certain features of fragility, can influence in its environment of way decisive and immediate. By it can say is that in terms mathematical:
Tourism is a direct function of the training
I.e. without formation not can we talk of tourism development, so it necessarily should be considered a rigid surveillance within the framework of the training processes and especially of the efficiency of the education system. It can be argued that should not pose is a project of growth or restructuring of the tourism sector, without previously considering the influences of one kind or another training model.
One aspect that concerned in all the training analysis is the modernity of the applied system, since sometimes it happens that well designed and accepted in the past, educational processes tend to perpetuate itself in time, falling into obsolescence and even philosophical aging, forcing training to maintain update indicators, allowing through periodic Diagnostics renew or change all that which has been at an inappropriate level.
Moreover in the space tourist there is that consider especially, that the essence same of it activity, resides in the provision of services, primarily to a clientele that beforehand hopes a careful attention. This circumstance, there is no doubt, that unto technical worker training, demands a greater effort of training and even personal education, to get to those expectations, which are easily seen in the level of compliance, are met by a job well done.! The tourist or traveller not goes to find is to the arrival to the hotel with a machine perfectly scheduled, but with a human being, that acquires the character of convert is in the element key of the relationship consumer / product; which may be poor if the presence of the employee exclusively responds to a need to receive and act as a mere component of the supply chain, without incorporating behavioral profile of the search of the excellence of the product.
Is estimated that the activity tourism in its projection direct, unto to your influence indirect, provides work to more than one million 300 thousand people in Spain.! Understand, firstly, the enormous magnitude to which Tower the sectoral employment and its social consequences. Secondly, it is interpreted that a substantial part of that would not require a specific training tourist. But, on the other hand it is advisable within the framework of tourism activity, daub with the formation of employment is recognized an important need to ensure that the tourism training extends also to host populations, which may be sources of conflict immediate fate prepares them to facilitate the reception of the streams of tourists.!
It must be established - in order to be practical and very clear in the explanation - that the diagnosis which now arises is projected whereas a system composed of four elements:
• the need for training, consisting of demand for preparation for work;
• centres and teaching staff, representing the training offer;
• the means and material resources for training, which are the factor of development of the system;
• and, finally, the organization or operation mode.
Analysis of training demand must be alert to today's requirements, both to incorporate resources as, on the contrary, to assess system adequacy or excess. He study of the offer will establish profiles, shortcomings and need them changes in the structure of training existing. The quantification of those media may determine the coverage or poverty of the political educational. And finally, the examination of the Organization must resolve the problems of operation and competition.
Diagnose on the system training tourism Spanish (SFTE), is not easy, and not banal. Firstly, because of the complexity of the distribution of administrative powers (Ministry of economy and finance, Ministry of education and culture, ministries of education or tourism in the different autonomous communities., town halls, universities, etc.). In second place, by them different typologies training, and, in third place, by the speed of them changes legal and regulatory that will happen.
We must insist that no refers only to disparity of administrations responsible for the guardianship studies, but also profound differences in the studies official (formal and non-formal training, training with exclusively regional or national validity or even only in the scope of a University, degrees).
Also, you can not forget in this introduction to another dimension of the analysis may originate in sources, funding and its sufficiency (European Social Fund, General Administration, local administrations and the private business sector).
b. OBJECTIVES OF THE WORK
After completing the last year an inventory of tourist lessons, perhaps very descriptive but hardly committed to results, needed to put into diagnostic mode a picture of the Spanish educational picture that features transparently and visual strengths and weaknesses of the system. Also is should assume a certain responsibility with the sector tourist that was able, first of manifest them problems and the excellence and then Orient on performances and political to follow.
Now, both the inventory and the diagnosis, in terms of the education of employees in the sector, cannot forget that the real Foundation will be to reach an educational model that enough agile to achieve the objective of the adequacy of the educational system to the demand. I.e., get that each year will enroll the number optimum of students, imposing them conditions necessary of rigor, quality and compliance of them expectations sectoral and those of them students.
He first objective of the research that is has made pursues present a picture synthetic of the system training, considering you as a structure multidimensional, integrated especially by the achievement of the compliance of them expectations of all.
As concerned at how different levels or degrees are harmonized, contents, figures, and applications, both in its practical projection. Also concerned about the transfer of responsibilities, already not so much in the context of the public sector, are autonomous communities. people who already have assumed full educational competencies, but the balances in the formative involvement with the private sector, as well as trainers, as in its major role of employers. On the other hand, there is a real sensitivity to observe the officiality of studies and degrees to set a correct model between regulated and unregulated teachings, between basic and complementary studies and permanent educational processes or those specific. Without a doubt, the proper functioning of the system will generate good results. By contrast, imbalances, indiscipline and excess produce failures.
The global diagnosis, as a second objective, aims to show as a very specific and updated summaries reports synthetic each of levels or constituent parts of the system; that express what the State of the situation and the guidelines in relation to the future:
The basic aspects discussed in each category include especially:
• the problems more general that was detected;
• trends or changes that are perceived in the medium term
• the intensity of each level training in the total of the system
• the characteristics that offers each class or modality educational
Special attention is dedicated to evaluate the role played by the different aspects or subjects responsible for the educational process: companies, trade unions and business organizations. Necessarily considered to what extent the companies assume a certain dynamic or driving attitude of the training process:
• media and budgets dedicated
• support to the worker for the training continues
• philosophy and style training
• participation with other entities and subjects in the coordination of the system (practices and courses offered)
It is clear that the tourism training currently requires the commitment of companies to convert, to the extent possible, works in Active workshops of training centres. New technologies incorporated in the production process, the intensive use of the systems and computer programs and actions, and developed processes using complex methods of communication and information, where networks extend, forces the worker attains a more complete training in the same reality of the company, managing the wide range of machines and equipment every day more enriched by the advances in technology.
Then, considering the information collected on the situation current of the system training and on the quality of the education or preparation received by them future employees of the sector, is analyzes globally what could be defined as the model existing formative of the tourism Spanish. For this is have studied three collective fundamental in the development of the activity or three groups of responsible of the evolution and State of it education tourism:
• business associations
• representatives of tourist municipalities
• responsible for regional tourism policy
We must consider, as a determining fact, educational competences primarily in the education corresponding to the autonomous communities.; Therefore the projection that is observed from those could prove important for the scientific verification of authentic rigorous exercise of responsibility or, on the contrary, the lack of a correct identification obligations.
The diagnosis made assumes the risk estimate a quantitative situation the current training system on the basis of the information accumulated, especially in the inventory that was developed in 1998. It also aims to find the correspondence as the picture of tourism employment which censa in Spain, by identifying the points of match or mismatch apparently reflected in the educational system:
• Would the offer of training, conforms to the requirements of training?
• Prepared and applied means are sufficient and their distribution corresponds to the detected partial needs?
• Theoretical training schemes are suitable for the actual structure of tourism in Spain?
Applying the method of analysis of weaknesses, threats, strengths and opportunities, diagnosis presents summaries of the situation which is currently seen in the tourism training in different boxes.
The DAFO presented is, in turn, by four partial DAFOS, which provide a multidimensional view of the Spanish tourism educational reality:
• SWOT set of the system training tourist,
• SWOT of the image existing give it training to the tourism,
• SWOT of the application of the system education,
• SWOT of the Organization of the process of the training tourist.
Finally, as the ultimate goal of this work, the treatment of the whole of the accumulated information and the study carried out by all the elements of the SFTE described sequential process, leading to the establishment of a FINAL DIAGNOSIS of the tourism training, which manifests itself through three different planes:
• definition of the sign or trend of the basic variables of the system,
• structural profile and economic profile of the global picture of the formation,
• strategies determinants for the strengthening of the system.
Point out the positive or the negative training is interesting, but not enough, but clearly interrelated way the aspects that keep a tendency permanent - whether favorable or unfavorable - or a specific trend. By this in the diagnosis, without modify its sense, necessarily have of set are those lines of political that resolve and consolidate the situation.
c. METHODOLOGY
The diagnosis has been performed has been prepared considering a set of instruments of analysis, which have been used to looking for the homogeneity of results and identification of the investigated concepts.
For the chapter number two, picture general of the system training, the source main has been the inventory of those teachings tourist in Spain. Said inventory was carried out and structured in the following parts, explanatory of it situation and census of the system education:
¨ Analysis of the offer, studying of way differentiated
• the higher tourism education
• vocational training in tourism
• occupational and ongoing training
¨ Analysis and diagnosis of the demand
• According to demand
• in the opinion of former students
¨ Adaptation of supply to demand, through a SWOT analysis
¨ Proposals of improvement
It inventory allows have besides a census quantitative of them variable Basic (students, teachers and centers), a record of the most of las1 schools and institutions that taught training for the tourism. At the same time has developed a specific chapter of each educational level, especially determining problems, and trends that are seen in each of the grades.
Them processes methodological fundamental have been the development of a database in which is reflect the different types of units training:
• schools public and private higher education,
• public and private graduate schools,
• public and private vocational schools,
• companies and institutions educational where will have taught courses of training occupational of hospitality and tourism.
Also, for the case of the training continuous, is has worked in parallel, with the memory of 1996 of them commissions joint of hospitality and of agencies of trips.
On the other hand, it was necessary to know the situation of demand, which were interviewed first 300 companies in the sector to which it required them especially concerning qualifications of employees, assessment of the studies of tourism and hospitality industry and use of continuous training; then to 500 former students on impact of studies in their working lives and valuation of the formative offer of TEAT.
He diagnosis then proceeds to analyze of way separate the parts of the system training. I.e., the State today of the five modalities of training. The method used was:
• observe the content described in the inventory, in each case
• analyze the considerations on them different formations that is projected in the diagnosis of the Sector tourist carried out by the EOT in 1999,
• and ask five experts - knowledgeable of the different training levels - the balance sheet that shows the area represented by each one of them.
Intends to assess very synthetic and immediately, what are the major problems that pressed to the educational sector and, above all, what are the causes of those problems. Therefore not interested in its legal description, nor the results since all of this is collected in the aforementioned inventory.
With respect to the chapter number eight diagnostic "Centres of work and role of the companies and associations", method has been handle data on activities in continuous training, as well as other training modalities, and value the opinions and considerations which have set about these interventions the surveys and made group dynamics. The end of this chapter, in the measure of it possible, pursues project the level of commitment of the sector business with it training, both in it economic as in the participation in all them performances and attitudes for the progress and improves of it training tourist that is promote; especially because is has of highlight that all recovery and advance in the system educational influence decisively in the results of the company.
The diagnosis, that not has been reached entirely to economic information prepared and accrued to the tourism training, set to simulation mode compared States of pictures of operational means - dear situation and projected situation - that would define the structure the Spanish educational system macro.
It is evident that assumes not only the risk of mistake, but the acceptance of errors of calculation and interpretation in some of the values entered in the historical analysis of the media. But is necessary such exercise of positioning, to to measure e boost the situation projected and motivate a greater effort from all them subject involved in the process (institutions educational public and private, companies and authorities competent in training) to get introduce new resources and elements that favor a best dimension of the system and, especially, the rebalancing of the pyramid educational , one of the requirements more urgent in tourism.
The work summarizes orderly all the negative aspects that are perceived in the analysis of the diagnosis of the educational system:
• What say in quantitative picture of the system?
• What is detected as negative in all and each one of those degrees?
• What mismatch have the contribution or real support of the companies?
As a result, laments that an educational crisis model, exists because multiple valued indicators establish the image of a training situation which should redirect not both because apparently can consider is not enough in these moments, but because before the challenge of the tourism in Spain that has opted without any type of doubts by the excellence, the efficiency and the sustainability, necessarily the education must improve.
The richness and breadth of the information collected in the different surveys, in-depth interviews aimed at leaders of the sector and in group meetings with each of the productive sectors, have enabled to build a SWOT analysis, where any content judgements is perfectly justified, whether they are favourable as unfavourable.
The applied method has been supported in extract of the partial analysis of strengths and weaknesses of each of the studies highlighted for the inventory of the educational system and for the diagnosis of the Spanish tourism sector, those most repeated trials in investigations, which interpreted rigorously image, organization and implementation of the training system, and considered the current state.
Finally, it has established a diagnostic frame-global and synthesized-of the system training of the tourism Spanish. For it is has considered timely raise a process sequential of elaboration that is has developed successively in three flat consecutive:
• determine ten variables-both positive, as negative-that more are in the situation current of it training tourist Spanish,
• Select different structural and also contextual circumstances of. a differentiated way, that mark the current situation of the tourism learning system,
• and assess the diagnosis through the eight firm and repeated arguments that Excel in research, then marking the strategies of improvement and progress of the situation described.

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[ 8 ]

Expertise, skill and creativity of leaders in the areas of training

Training is one of the pillars of all successful organizations, especially the training of graduates who are emerging as future leaders of the organization. The managements of training today, have more challenges than ever, since businesses have needed to recruit and incorporate more people, which later must be form. Industries become more competitive, we must therefore retain through proposals for career development more difficult to obtain in the market profiles. And form also to those that nor are profiles featured or newly incorporated to not lose skills or employability and live with them changes, especially them technological.
The training is technical, and also in values corporate and skills required. Therefore the expertise, the skill and creativity of them leaders of the areas of training are the key to the success of these programs.
To start with them great leaders in best practices in training and development, the company leader in services technological IBM has with a program global of Management Development (development of controls media) designed for work strongly them dimensions of behavior, combination of skills and potential.
Those who join this program, are internally called Top Talents, (about 140 people in Argentina aprox.)
Before the question of that if this not generates some noise internal negative, Mariano Aurifonti Manager of training and development of IBM Argentina, that the VP of resources human les said that want to flatten them structures, create an environment more horizontal and put focus more to what the people makes that to the "title" of Manager or that have. The TT designation is symbolic, given that the quality and the hours of training and global development opportunities are equal for all.
Natalia Mileo Manager of training of the Banco Santander Rio, commented on the interesting plan for self-development for managers of branches, middle and collaborators.
He area collects of videos, podcast, articles, summaries of books, blogs, etc. so the people can read content of interest of all type for the development personal. These resources will come to each collaborator, segmented in form personalized. Contributors can also upload content that seem of interest.
Victoria Penacca Responsible for training of TGestiona, of the Telefónica Group, said that they working strongly with Educaterra which is the telecommunications company global elearning portal. He also mentioned that the company Movistar is one of the most advanced in this solution, and 40% of the sales force is trained through this online form.
Telefónica also has an agreement with the ITBA, dictating a telecommunications management graduate with more than 300 hours of training per student. It is aimed at engineers and related professions.
Margarita López is Manager of training of Danone for Argentina, Uruguay and Paraguay. In Danone, performed numerous actions of training especially, regional, where brings to teams of different areas in some place of America of the South, where made talks, that prepare managers and managers even commenting on experiences own, in order to flow the information between them leaders and to its time know to them members of them teams global that try day to day.
Rosana wheel Manager of training and development of BBVA Banco Francés, said that the average age in the Bank is 36 years and how they work in the center of development of the BBVA, 4 floors. This Centre welcomes 20,000 people a year for courses. According to their estimates are issued at least 3 days of training per person per year.
Conducted workshops on working environment for chiefs, intensive summer courses and thematic months for example on China, for which prepared courses of Chinese mandarin, Tai Chi classes, lectures on Macroeconomics from the Asian giant along with the Asia-Argentina Association. Also organized courses of makeup, day at the SPA of San Ceferino.
((( Enrique Nastri, Manager of training of Quilmes said that the company is located in a process of integration with a corporation global, In Bev and divided the formation in three parts: 1) leadership, 2) training technical functional (training brewing) and 3) methodology of management (systems of management, Six Sigma, etc.)
With the consultant TEC consultants, made a program Leading Latin In Bev for managers that is focused on process of development for teams. Have workshops management with the IAE of 2 or 3 days, of discussion and analysis of cases. It is not easy to adapt the training that has been oiled for years to a new organizational culture, but that is the strongest challenge which leads the team of Nastri.
Moreover, Trinity Rubiero, responsible of training of the Banco Supervielle commented that the entity has as core business in addition to traditional banking, providing services to senior citizens. Since this year they have a new General Manager, they are deploying new tools such as the evaluation of performance, and they are making a commercial school, to specially train cashiers. Supervielle, according to Rubiero, hires many cashiers of supermarkets, because the company values these profiles, because they adapt very well to his first job in a Bank and because "they don't come with the vices of other banks".

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[ 9 ]

Training Vs. "Retraining"

In the field of organizational, the staff generally is trained in countless opportunities about the importance of the "work in team"; are you provides information of the difference between "leader and Chief"; as well as thematic related with the "attention to the public", the "relations public" and the "attitude service". All of these concepts serve, without any doubt, to provide an overview on human resources, oriented joint accomplishments and move towards entrepreneurship.
Happens that today can be seen that more than groups that "work team" are "working groups", which evidenced the egoindividualismo tasks and the little opening of service toward their same pairs that make up the working group.
In that "individualism" hides a true demotivating force that lies - with certainty - the "lack of self-worth" and lack of vision of personal goals of each individual belonging to an organization.
This, initially, affects their beliefs towards life, changing their environments (whatever: family, friends, work). Understanding the scourge of the absence of self-worth, we cannot wait for the staff of the organizations to cooperate while, in the majority of cases, in that State of belief.
Belief in the "maelstrom of these times of business" was creating human beings without sense, and coherence (think, feel and act toward the same direction) and common sense seem to tend to the extinction. It made them believe that "to be necessary to look", promoting a sense of 'competition' adjusted to consider permanent adversaries, instead of becoming "more competent" with themselves and with the working group that shared objectives and goals.
It proposed today is go to the cause of the problematic of them resources human, encouraging the commitment for each individual in particular, inviting them to the development personal, to the discovery of its own "be", to the "self-leadership" and to the understanding of that each individual is "the reflection in them others and that them others are his own reflection". This, is "shows" towards outside in the attitude facing the people, call them customers, fellow of work, friendships, society.
I believe that businesses and organizations NO longer have needs of "Training" but of "Re-training". I.e., the implementation of a program of human training that supports personal growth of each one of the members of the task force; as well as increase the effectiveness to level organizational, on the basis of the "rediscovery of the be". The commitment is to generate concrete organizational awareness change, replacing "ghost beliefs" with positive mental beliefs, making each individual in "co-creator" of a new living environment, beginning with one's self, continuing with peers and ending in the society, with which the organization relates (including customers, obviously).
In the development of "Training transformation human" that are carried out in organizations that accept this new vision of interior look, the objectives that I particularly stress are:
-Propose a new paradigm of thinking for the taking of decisions and resolution of problems.
-Awareness about the importance of providing "quality" in them relations, based on of the "do is charge of one same", as a base for the leadership effective.
-Proposing thoughtful and playful experiences that allow rescue to the "inner child", overcome fears and working the "deserving" of a successful life.
-Stimulate in them participating the application of skills in communication effective and work in team, discovering their own talents, many times not known.
The experiential meetings for human transformation based on the discovery of the different facets of the "adulto-nino"; is pose events of games, it silent of the language, the expression body, it integration of the human being with it wise nature, it dramatization, the work manual shared etc., with the goal of achieve an evident improvement of them skills of each Member of the team in: management of the change, leadership personal, intelligence emotional, communication, that allow a real commitment with their tasks and its complementation with its team labor.

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[ 10 ]

Guide for conducting an analysis of tasks 4 interview

Worker XXX. It takes in the company about three years, entering it as administrative. Since ago little more than one year takes them accounts of suppliers.
1-would what is your place of work?
I'm in management and my since of work is the of accounts of suppliers.
2. What is your job? (tasks/functions).
Theoretically all orders to suppliers, the input delivery notes and invoices I receive, I have to check that data and conditions are correct, post and give the relevant payment instructions. That forces me to maintain an ongoing relationship with suppliers, as well as with much of the staff of the company, almost always to solve or clear errors, which by the way are many and carry me much of my work time.
3. What are the physical and/or mental requirements?
It should mainly be patience and much order, but have to see what having three documents of the same operation and each one says a thing.
4 What preparation and/or experience is necessary?
It should first know how really works company, which by the way here is very complicated, having knowledge of accounting and administration, many left hand with providers and with the partners of the company, but at the same time enforce existing regulations, albeit retrospectively.
5-What are their responsibilities direct and/or indirect on the work and on other workers?
My responsibility main is focused in the moment that give the according to a payment to supplier, although the payment it signs the Chief of the Department, but if there is an error which is has wrong am I.
Also in some cases if a payment is delayed for being incomplete documentation and the supplier claims, I am I have to face, as in the majority of cases the fault is ours.
All this makes that sometimes have that demand to heads of other departments, but the truth is that normally not have problems, although mostly them commercial tend to give me long.
6. What are the working conditions or the means available?
Working environment as have said you that it is good, because we all know each other and quickly forgotten problems or discussions, but almost always it is there really no clear performance standards, which induces a certain anarchy.
It is also a pity that having a computer service as we have all the possibilities, are not used as such entries to store could be made directly from there, with what would save useless papers must then be processed and in the majority of cases there to ask, are not well understood or are incomplete.
Another issue is the control of stock, but in that not want to meter me because think that is from warehouse from where is should say.
7-What are the possible improvements and as get them?
I do not think that many complications, upside down may be necessary to improve the management directly I do, everything would be easier if you set rules for purchases or orders to suppliers, as well as for entry into store either when they are sent directly to the client.
On the other hand is essential that study, learn and apply all the possibilities that has our system computer, but by all the departments, not only by administration.
8-do you want to add some other comment?
The reality is that all want that the company go each time best, because apart from that of she depend on, us feel part of it and is this the feel general.
Things are underway and we are moving forward to the future, and we also see this all.
What happens is that slope work change, but so are putting media and I think that training is essential in this regard, by what surely this they are doing and how they are doing, it will be good for all and say this not me, it is what in general says the staff of the company.

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[ 11 ]

Guide for conducting an interview of task 3 analysis

Worker XXX takes three years in the company as commercial, although from makes a year approximately is you assigned directly to sale, to request itself.
1-would what is your place of work?
I am currently the company salesman.
2 what is your job? (tasks / functions).
Visit to customers, ones because us it demand, but in the most of them cases, get an interview to offer them products and services that we have.
3-What are the requirements needed to be a seller in your company?
Have much love own e illusion by the sale, as well as have confidence in the future, as today it work is hard, especially when you find before a possible customer that not you known to you or to your company and there are that start from the principle to knowing of that it more likely is that not you buy nothing.
4 What preparation and/or experience is necessary?
Of course to know what you can offer, but also the ability to know what you need.
To sell there that be prepared, as in this work, a failure is to always.
Also there is that be prepared to endure much, as is where is the secret of sell or not sell, as well as the constancy, because them odds of do a sale in a visit are very low.
I think that the work of seller is a vocation and there is that be safe of yes same, but to the same time there is that will be to the day of what occurs with what your sell and of what goes with what are or can be your customers.
5-What are their responsibilities direct and/or indirect on the work and on other workers?
When I go out to the street, what make is exclusive responsibility mine.
To me, the company, by mouth of my Chief me brand some guidelines of action and with them have that sell, although also is truth that sometimes I them jump and not me say nothing by this, although whenever this occurs try to justify them reasons.
Another thing is when get a commitment with a client then being ignored, because technical equipment, manufacture or administration does not understand the importance which has to fulfil these commitments and really there is no reason for not doing so.
6-What are the conditions of work?, has of them media necessary?
We cannot complain, because the company gives us a car to travel and to the documentation to provide the information the customer is good enough, but of course also influences the knowledge we have of the company and its possibilities.
Perhaps we lack something more than advertising and detail with them clients, that opened many doors.
Also there are that have in has that we lack range of products that could sell and give us more opportunities to the customer but understand that are starting and that all is will walk.
7. What are the possible improvements and how to get them?
I think that I have already said it, more products and more customers, but above all more organization in the sense of all those who are on the street to act similarly, pisemos us customers or give them different conditions.
8-what other contributions could do to improve the work, of which as you, are sellers of the company?
In this company, the work of seller is very new, because as you know, before there was no need to sell. For this reason we find large gaps in our work, as they are the Organization, set goals, incentives to sellers and advertising, which make us know in new activity that is facing the company.

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[ 12 ]

Guide for the preparation of an interview of analysis of tasks 2

Worker XXX. Seller with nine years in the company. In the past year and half its function was to visit company customers who demanded a service either control facilities that have maintenance contracts.
1-would what is your place of work?
I am as a salesman in the company.
2. What is your job? (tasks/functions).
To sell products and services that have or can offer the company. Theoretically the search of new customers should be my main activity and although it do, is a little loss of time, as needs much time and practically is gets very little.
3-What are the requirements needed to be a seller in your company?
Know customers to those who sell what we do and have.
I can tell you that customers who I know for years that we have assembled them facilities and we are giving them the service, if you need something ask it me to me, and so for example those who have needed a forklift, I bought to my. Of course, this is a work of many years and a relationship which is really a friendship.
4 What preparation and/or experience is necessary?
I say as before, meet customers and a very close relationship with them, because there comes a time when with them you speak of everything, the same family than football, until the moment that you need something or have a problem and you solve them is.
5-What are their responsibilities direct and/or indirect on the work and on other workers?
To my have marked me that I have to visit at least five new customers a week, in the peripheral zone that I have assigned and the rest is my, because within the polygon, there is always a customer calling me because you want something from me. In the year and a half that I have seller I've been which has sold more trucks.
6. What are the working conditions?, do you have the necessary resources?
Yes, but spend all day in the street, is very hard, but I like. But what there is to consider is that we should have an allowance for expenses, because in this job you have to take many cafes and many drinks that are part of the salary.
7-What are the possible improvements and as get them?
Some times speaking with them companions of it little that took visiting new customers, have commented that would have that do something so us knew before visit les, sending them by mail any letter, making ads in it radio or in them periodic local, etc., as when arrive to a new customer not know what tell you when you asks who are or what you are.
8 what other contributions you could do to improve the work, that, like you, are salespeople in the company?
Look, I think that what we lack is organization, because what they should do is to take advantage of the knowledge that each one.
I recognize that between them sellers there are to who you like go to see to customers new, even it make very well, les called by phone, les convince to them receive, even get sell them or establish a relationship. I has this not I am accustomed and never it have made so prefer that I leave with what I know.
9 but you do not believe that this also can be learned?
If you it says it think, but I as a seller I have made only; well, I've also observed what they did others I thought good sellers, as it must be acknowledged that these new people coming, in principle we say that they are very theoretical, but reality and also making things well. To see if it is true and you make me best seller. I am willing.

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[ 13 ]

Guide for the preparation of an interview of analysis of tasks

Worker XXX. Twelve years she has in the company. It came as administrative and now as an accountant by entering data on the computer and reconciling bank accounts.
1-would what is your place of work?
I'm in management and my job is accounting.
2 what is it? (tasks/functions).
Enter data in the computer, mainly them banking, and also note that coincide, i.e. do the reconciliations banking.
3-What are the requirements needed for it since?
My work would seem very mechanical and repetitive but for this there is that know as works, not only the accounting of it company, but how is the operation of the company in general, as arrive papers that there is that "translate" or know of where come.
4 What preparation and/or experience is necessary?
As I have told, if this post a new person takes it, long would be unable to do anything just by learning how this works.
Have in has that in spite of the system computer that have, only is used by administration, the rest of them departments continues running as ago ten years.
I had to learn what was a computer and recognize that it was panic, but today, if I had not evolved, it would be on the street and out of work. However, I am aware that I have to learn more.
5-What are their responsibilities direct and/or indirect on the work and on other workers?
I I can not complain of the conditions of work and means I have. Perhaps of what if I complain is that not the means that we have to take advantage.
It is a general feeling of this Department, which other departments go at your own pace and as ten years ago, which brings many problems at work.
Look, there are times that it comes from the Bank a payment from a client that does not match the balance that has, and is for example, because from the warehouse has not passed the note's return of a part, which was held a month ago. So can do the ridiculous, then called the customer and this tells you the cause by which the balance does not match.
6-What are the conditions of work or the means available?
That the company evolves in its set, applying a system of work more organized and taking advantage of the media available.
The cause of this resistance to evolution may fear to know what is really happening for some departments, but this is precisely what you need to know, because you can put remedy now and not when that possibility no longer exists.
7. do you want to add any other comments?
Not be if I have seemed you very pessimistic or defeatist, far from that.
For years I have been in the company I know it well, have seen how we have had to evolve and how is has become what it is today FAMISA.
But this evolution is for all, not worth living of longing, because thus we eat.
They are laying the means to do so, but you have to go faster.
When the Chief talked about what would do you, I assure you that it was an injection of morale for everyone, because we perceive it as well.
As you know, our boss is retiring soon, even as we know who is sutituirle. As well, even though it is a young and relatively new in the enterprise, this Department will host you very well, because we are confident that his enthusiasm and desire to fight will be far greater than those of the present one, which has of course already covered the stage and has done very good things, including teach us all that we are here.

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[ 14 ]

The process of elaboration of the training plan

2.1. the need for the sequential process.
The development of the training plan requires the implementation and development of a sequential process, where systematically to follow some phases of work, reflecting reality and interpretation of the information obtained in each one of them, which will mark the lines to be followed in the subsequent, so an error can spread and lead to deviations that will damage the final results.
However, we can observe throughout the process, as errors are also detected in many of the cases, precisely as a result of the relationships between all phases of development of the plan, which will allow us to see the mismatch or lack of logic when it comes to cross or verify data.
One of the most common mistakes in the preparation of any plan that constitute the Business Plan, is the omission of steps to consider that the information provided is already perfectly known, which are left to take into account when making final decisions.
In the case of the training Plan, the situation is the same, but even the error or omission, in a step can produce training to take an address, workers, other and both very different from what actually requires or business need.
Is by this by what the simulation that goes develop is as application practice of the process, continues and describes all them steps, and although to the reader, in some case you seems extremely thorough, to its completion will recognize the utility and need of all the work performed.
The elaboration of the Plan of training that develops then aims to cover the full process required, from the considerations must be taken into account, up to its connection with the following plan, giving as a result the treatment of training essential but generic.
The lines of action that marked the development of the training Plan for the company, are considered as a process continued in which all phases are necessary, as they are the support for the successive.
When their perseverance has allowed him to develop the training Plan of your company, following a logical process will realize that know many aspects of it that previously was ignored, that it has detected problems, unknown, but above all, it is able to improve its competitiveness through the implementation of actions that change the attitude and the aptitude of all workers , through the participation in actions training planned and with a double objective, the development personal and professional of them workers and it improves of the competitiveness of the company.
2.2. outline basic of the process.
As already is has indicated, the Plan of training is develop through the development and connection of a series of steps that is can classify according to the following scheme of work:
1-study and information about the company.
2. development and implementation of the training Plan.
3-verification of the Plan of training.
Each party in turn is divided into phases, each phase in steps.
A general title, follows the objective of each part and its contents.
1 ° part-study and information of the company.
The objective end of this part is detect them needs of the company that are susceptible of improves through the training.
For this will be necessary start with the realization of the diagnosis of the situation current of the company and of the environment in that this is is immersed, as well as of its political and objectives.
Broadly speaking, it will be the study and analysis of the Organization, of the tasks that are carried out, the human resources and the tasks and functions that fall to each department or area, which serve as a basis for the understanding of the training needs.
2 ° part-development and implementation of the Plan of training.
The ultimate goal of this part 2 is to get training actions that make up the training plan to conform and to develop fulfilling the objectives laid down in the previous phase.
To do this they have determined from the specific objectives of each action to the recipients, through its design, methodology and planning.
The security that the plan has been designed properly will have its approval if we answer the following questions:
Questions to answer by the Plan of training.
Image
3 ° part-verification of the Plan of training.
This 3rd party intends to make a verification of the results obtained through the application and development of the training Plan a point for each of the training actions and perspective from a general Assembly of the plan view.
That control and monitoring, will allow the introduction of certain amendments or variations to correct deviations that can occur without affecting the overall objectives of the Plan, since all developed scripts must have a certain degree of flexibility in time.
This same control and monitoring we will be very useful for the preparation of the next plan, since we know which are the objectives not achieved, the reasons and their need.
2.3 development practical of the plan pilot
In them chapters later is develops step by step the process of elaboration designed, facilitating in each sequence, them tools, thesis or questionnaires necessary for its application, adapting them to the peculiarities of each company, well is by its situation, structure, dimension, activity, culture, etc.
Each of these sequences simultaneously apply to a fictional case study, that allows you to reflect and clarify the developed theoretical explanations.
Said case, although not reflects the reality of any company in concrete, itself is the result of the experience accumulated in the application of the process in different organizations of features very disparate and of different sectors.
Same described problem situations in the development and implementation of the plan, which also occur in reality, as we are aware of the internal difficulties that will always exist, but for them responsible for training must be prepared knowing that failures will have to assume and share successes.
The responsibility of the training in them companies can lie in a person or team in concrete, in a Department, normally the of resources human, although also in some cases on the of quality, research and development or marketing, even in times is personally mired by it own address.
Which is it solution ideal is difficult of determine, because as in any another activity it effectiveness depends on of the dedication and treatment that is apply, but also it ease in it obtaining of it information required or capacity of execution, will be related with the person or team to is entrusted for each case of company.
Not is has dear ignore in this case, it initiative and creativity that has of have always the responsible of training, and that as will see in its development introduces modifications own in them tools or systems that for each case is proposed, attitude that always will be required, given the peculiarities and situation of each company.
Case practical:
Let's assume that the scenario where the Plan will be developed is a small company of 85 workers, that it focuses on the manufacture and Assembly of machinery and tools for the industry.
Between your personal Angel, current is responsible for human Resources which has been 10 years in the company and which enjoys the confidence of the address and a good reputation among all staff of the company.
In the company, that will call FAMISA, is have led to out in them last three years actions training for the personal, but except some of them office that organized the own company, the rest have been courses open to which have assisted workers that so it requested to the address, mainly of administration and commercial.
He year last by first time is was scheduled by the company some courses for the personal of factory and mounting, one of security e hygiene in the work and another on the importance of the quality, which had very favorable acceptance for them participating and good results for the company.
This has been an of the reasons by which the address is has proposed boost it training in the company and has decided that is occupy of your organization the Department of HR.
He responsible of this Department, Angel has spoken with Adela, an auxiliary administrative that already takes three years with it and to which customary to give works of some responsibility, dad it efficiency e interest that always has shown. In the conversation you has transmitted the idea of that is she which is occupy in the future of the training in the company, although for this during the term of a year it will assume he with his helps.
Adela is aware of the importance of it new responsibility that is you raises for the future, but also of the opportunity that is you presents, by what is decided to assume this challenge and more when has with the support of its Chief, which enjoys of it confidence of all it company, managers and workers.
In the conversation that has kept Adela with her boss and the director of the company, this has offered its full support and agreed to a period of three months to prepare a Plan of action for a year and which includes its development budget.
Out of the meeting your boss has given you a book called "how to develop a training Plan in the company", and recommended reading, because it is easy to apply and has them to form the basis for the work to be carried out.
A time read the book, Adela already has much more clear which is the objective of the training in the company, its need, benefits, etc., as well as which should be your paper in the future by what it considered ideal as model for the work that you have entrusted.
Adela knows the saturation of work that exists in your Department and the availability that will really have your head for this new task, so it has proposed that if it frees you from some activities purely of processing carried out, she can devote more time to the drafting of the training Plan, involved him in those cases be necessary and they will of course remain many For now.
With this agreement, Adela has vowed to go to designing the process, which will be reviewing and carrying out jointly.

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[ 15 ]

Enterprise-based training

1.1 the concept of training
The training focused from a perspective labour has its application in different situations of the individual that makes use of it:
-Training of young, in the technical or skills that you allow its incorporation to the world labour. This can be regulated, where it iniciaríamos vocational training, or further training that are from very specific, up to more generic or global matters.
-Training for groups with experience in the world of work, spanning a situation of unemployment or insertion, seeking new alternative professionals or processing problems.
-Training of workers in situation work, with the purpose of improve its capacity professional, well in the since of work that currently play, or with the purpose of promotion.
This last case is to which us going to refer with priority, focusing on it from the perspective of the company in which the worker develops its activity and that, as is will see more forward has of have effects positive for them two parts, company and worker.
It is why they so from this point of view, referring to the formation of the company we can define as the process that allows you to adjust the qualities of the worker to an activity improving and updating capabilities, skills, attitudes, and skills appropriate for their performance.
In this definition we talked about process, and this has to be planned and continuous training in the company seeks to improve and upgrade, two concepts that are characterized by their dynamism.
The formation, in its broadest sense, includes concepts such as used on the pedagogical concept, learning, education, development, training and training, but because of its greater similarity, charting the differences between training and education.
1.2. the need for training in the enterprise
Enterprise-based training really emerged with the industrial revolution, but its real importance is acquired to professional qualifications have been increasing, given the rapid changes that have occurred in systems and means of labor, both technical as management and you have forced your application and update to achieve competitiveness.
There are several factors to take into account to adapt the company to the current through training, conditioning factors such as:
-The emergence and development of new technologies.
-The development of management techniques.
-The development and socio-political changes.
-Changes in production methods.
-The development of those means of communication.
-The globalization of the markets.
-The changes of the factors economic.
Before all this, face a rapidly changing environment, from a social, political, economic, technological and organizational perspective, the company is subject to ups and downs before which has to react to their survival and more specifically in:
-The situation of the company with respect to the demands of the market
-The existence of points that are considered as weak and that affect to the forward evolution and productivity of the company.
These two arguments require a reactive and preventive response that drive the need for training for the company.
But this prevailing need, we should not forget the benefits of training gives workers a direct based on their expectations and professional improvement and other indirect, since in them it will affect no doubt the increased competitiveness of the company and the stability of his job.
He highlights of it previously exposed is reflected in the following table:
However, always find detractors of it training, perhaps because their experience is negative, or judge to this as an expenditure, as a punishment to a behavior or performance negative, as a form of pass the time, or as a form of pass the time, or as a form of justify the concern by them workers.
But before this must be prepared to demonstrate that it training is an investment, a form of detect objectives, a support essential for the compliance of the Plan of company, as well as a medium for improve the competitiveness and flexibility in it company and in them people that in she work, of effects to short, medium and long term.
1.3 aspects essential for the training
As we mentioned earlier, not always the formation reaches the desired positive effects, both the company and the worker, the not having taken into account the principles needed to be carried out and that we then specify.
PRINCIPLES OF PLANNING
. Training planning must be integrated into the Business Plan.
. The training must be organized in accordance with the company's plans and sectoral planning, objectives and lines of action.
PEDAGOGICAL PRINCIPLES
. The level of training should be based on the knowledge of the participants before the training action (beginning of previous experience).
. Effective learning must be based on active participation (principle of activity).
. Track the progress and improvements as a result of the training, are essential for the development of the learning (principle of follow-up).
. The involvement of participants in the detection of the needs and objectives of the training are guarantee of success (principle of participation).
. The coherence between them needs training of the company and of them own participants, guarantee the motivation towards the learning (principle motivational).
PR PRINCIPLES METHODOLOGICAL
• The methodology used should be based on a sequential process, which begins with the detection of needs and ends with an evaluation of the whole process.
P PRINCIPLES OF ORGANIZATION
• The effectiveness of the training is directly related to the environment in which it takes place, environment, layout and the location of the participants.
• Duration, sessions, breaks etc, will have for each case its suitability and effectiveness.
• The continuity of training ensures the coherence of this, but it requires a systematization of evaluation and monitoring.
The company must support through training, such as corporate objectives of all its members, cultural functions, etc.
-Differentiation from other organizations.
-Identification of all its members.
-Facilitation of interests and objectives common.
-Maintenance of a stable social climate.
In particular, the approach cultural of the training should do that for all organization:
-The company is understood as a changing environment.
These changes mean an evolution continues in those values, uses and customs.
-Them relations human is oriented both to the exterior both as towards the inside of the organization.
-Innovations and changes are not short-term, become part of a dynamic that mark the environment.
1.4. the responsibility of the training
The training management, as any other activity of the company must be entrusted to a person or team full-time in larger enterprises, to one which, in turn, have other functions assigned in small or medium-sized businesses, without having this involvement on the importance to be given to the formation.
The role responsible for training sometimes is little defined, without giving the relevance that should really have, by the management of the company both own responsible.
Sometimes is assigned a purely consultative and lacking character decision, whereupon the head of training becomes a figure oriented tasks of coordination and logistics for the actions decided by the address or different departments, without any initiative that will allow their participation in the consistency between the overall objectives of the company and the training effort.
In many cases, himself responsible for training is which underestimate the importance of its mission, accepting the dynamic offered by the company, either diverting their attention to other activities inherent to his position, which is likely to have greater effect and recognition in the short term, but you will lose the opportunity to improve competitiveness and efficiency in the management to be detected in the medium term.
The now required dedication and effort of the staff of the company to care and meeting the needs of the customer, is also extensive training manager as its activity will aim to meet the training needs of workers of the enterprise as internal clients, that will collaborate in the fulfilment of the objectives and thereby meet the needs of external customers.
Responsible for training internally must act, manage and decide based on two basic criteria:
1.vender it training to those workers from a perspective of developing personal and professional.
2.Ofrecer to the address a project and form of action consistent with the objectives of the company.
For the development of these two criteria of performance is required the application of a series of potential, between which fits highlight:
• . Ability to develop improvement initiatives that facilitate business or departmental goals.
. Ability to work in teams, because that is a decision that requires the participation in decision-making of the enterprise and the workers involved.
. Knowledge deep of the features of those resources human of the company, since in them will be based their needs.
. The ability to induce credibility and confidence in the management of the company, because without it you can not carry out the desired shape.
. Ability to solve problems and conflicts, since surely there will be these.
. Ability to motivate to training since this requires an effort whose results are not immediate.
. Capacity negotiating, because the difference of positions and priorities will require agreements that satisfy to all the parties.
. Capacity to plan, because the training has of be compatible with the operating integral of the company and subject to a development previously planned.
. Capacity for analysis, since training requires study, observation, and taking of decisions throughout the process.
. Knowledge of training techniques, because it has to choose and judge the media, content and development of actions.
. Knowledge of different job profiles required, since their achievement is directed training.
. Knowledge of the existence of new technologies, since without this your application in the enterprise are vegetarian.
Finally it is considered suitable to highlight the importance of understanding the culture of the enterprise and particularly in terms of the assessment of the training, being responsible for training that is able to change negative values, with their performance and results, both in the direction as workers.
1.5 barriers to the formation
The culture of the Organization will have a great influence in the approach and treatment that is you of to it training, because to the same time must have its influence in the modification of those aspects cultural that can create barriers to them objectives and efficiency wanted.
The barriers more significant are:
• The fear or fear that as a result of the training, the company required more workers, when what you really want is more effective with the same effort.
. Belief in workers that the acquisition of new knowledge or skills must have as a consequence necessarily pay rise or promotion in the short term, when seeking the formation is the personal and professional development, which will improve the performance of the job, which will also result in greater job stability and progress of the company, which is perfectly compatible with the progress of the workers.
. Opposition chiefs or controls to dispense with their staff for training, when really activities assistance will be them the most benefit to improve the efficiency and productivity of your team.
. No involvement of chiefs or command in support of training actions of their teams, by fear or distrust to the loss of power, when training will benefit workers attitude to teamwork.
. Fear of participants not to personally meet the expectations placed by the company in the training action, when one of the objectives of the training is to enhance the auto worker confidence.
. Distrust of them heads and participating in the utility of the action training by what the detection of needs and content of the action has of be elaborate with your participation.
. Resistance of those participating to the application of technical innovative and fear to the change, by what the awareness of this need should be prior.
Taking advantage of the benefits associated with the formation and save the internal barriers are the objectives to be fulfilled by the head of training, through the planning of the actions that are carried out, whose development will be reflected in a working paper which constitutes the called Plan of formation of the company.

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