Vloga kadrovskega strokovnjaka pri izobraževanju zaposlenih

Zupanc Kovač, Tinkara (author), Govekar-Okoliš, Monika (mentor), Urbančič, Matej (comentor)

Magistrsko delo proučuje vlogo kadrovskih strokovnjakov pri izobraževanju zaposlenih. Ker večino svojega časa zaposleni preživijo na delovnem mestu, je ta prostor pomemben za izobraževanje in pridobivanje novega znanja, povezanega z delovnim mestom, pa tudi širše. Poleg številnih pozitivnih učinkov izobraževanja, ki vključujejo večje zadovoljstvo zaposlenih ter uspešnejše soočanje z izzivi in spremembami na delovnem mestu, to pomembno prispeva tudi k večji uspešnosti podjetja. Pri tem igrajo pomembno vlogo prav kadrovski strokovnjaki, saj so med drugim odgovorni za izobraževanje in usposabljanje zaposlenih. Delo na področju izobraževanja zaposlenih zajema vse faze izobraževalnega procesa, ki vključujejo analizo potreb, načrtovanje programa, izvedbo in končno vrednotenje učinkov. Raziskava kaže, da kadrovski strokovnjaki v različnem obsegu obravnavajo posamezne faze andragoškega cikla, kar je povezano tudi z delitvijo nalog med notranje in zunanje sodelavce. Večino izobraževanj namreč izvajajo zunanje organizacije oziroma strokovnjaki. Pri svojem delu kadrovski strokovnjaki uporabljajo različne pristope in izvajajo izobraževalne aktivnosti na številne načine. V naši empirični raziskavi smo ugotovili, da kadroviki pogosto uporabljajo enostavnejše metode vrednotenja in analize potreb, kar lahko privede do manj poglobljenih rezultatov in nepopolnega vpogleda v stanje izobraževanja. Kompleksnost kadrovskih nalog zahteva širok nabor kompetenc, saj prihajajo kadrovski strokovnjaki z različnih področij formalnega izobraževanja, kar potrjuje tudi naša raziskava. Pogosto kadroviki nimajo nujno ustreznega andragoškega znanja. To predstavlja problem, saj bi pridobitev ustreznega znanja pomagala pri uspešnejšem opravljanju njihove vloge. Zaradi kompleksnosti dela so v večjih podjetjih za izvajanje kadrovske funkcije pogosto zadolženi različni strokovnjaki, ki so povezani v eno samo funkcijsko enoto. Tega ni mogoče uresničiti v manjših podjetjih, kjer vlogo kadrovskega strokovnjaka pogosto prevzame vodja ali pa podjetje najame storitve pri kadrovskih agencijah. Vse to potrjuje, da je strokovni in osebni razvoj kadrovskih strokovnjakov na področju izobraževanja zaposlenih ključnega pomena, saj jim omogoča pridobitev ustreznega znanja, ki ga potrebujejo za učinkovito opravljanje njihove vloge v podjetju. Z raziskavo smo ugotovili, da kadrovskim strokovnjakom na splošno ne primanjkuje znanja na področju izobraževanja zaposlenih, saj svoje znanje večinoma ocenjujejo kot dobro. Prav tako jih večina redno skrbi za svoj strokovni razvoj.

• Language: Slovenian
• Keywords: kadrovski strokovnjak, izobraževanje odraslih, izobraževanje zaposlenih, andragoški cikel, upravljanje kadrov, kompetence, strokovni razvoj
• Work type: Master's thesis/paper
• Organization: FF - Faculty of Arts
• Year: 2024
• PID: 20.500.12556/RUL-163742
• Publication date in RUL: 10.10.2024

Secondary language

• Language: English
• Title: The Role of Human Resource Professionals in Employee Training

Abstract

This master's thesis explores the role of human resource (HR) professionals in employee training. Since employees spend most of their time in the workplace, this space is crucial for learning and acquiring new job-related knowledge, as well as broader skills. Training has many positive effects, such as boosting employee satisfaction, improving how they tackle workplace challenges and changes, and significantly contributing to the company's overall success. HR professionals play a crucial role in this process, as they are responsible for employee education and training. Work in the field of employee training encompasses all educational process phases, including needs analysis, program planning, implementation, and final evaluation of the outcomes. The research indicates that HR professionals address different stages of the andragogical cycle to varying degrees, which is also influenced by the division of tasks between internal and external collaborators. Most training is conducted by external organizations or experts. HR professionals use different methods and approaches for educational activities. However, research shows that HR professionals often use simpler evaluation and needs analysis methods, which can lead to less detailed results and a limited understanding of the effectiveness of the training. The complexity of HR tasks requires a broad range of competencies, as HR professionals come from various fields of formal education, which is also confirmed by our research. However, many lack the necessary andragogical knowledge, which poses a challenge. Acquiring this knowledge would help them perform their roles more effectively. Due to the complexity of their work, larger companies often assign different experts, grouped into a single functional unit, to manage HR functions. This system is not feasible in smaller companies, where a manager frequently takes on the HR role or is outsourced to HR agencies. This problem highlights the importance of the professional and personal development of HR professionals in employee training, as it equips them with the necessary knowledge to perform their roles effectively within the company. The research found that HR professionals generally do not lack knowledge in the field of employee training, as most rate their expertise as good. Moreover, most of them regularly engage in professional development.

• Keywords: HR professional, adult education, employee training, andragogical cycle, HR management, competencies, professional development