Training Management System as support for sub-processes<\/span><\/h3>\n[\/et_pb_text][et_pb_text _builder_version=“4.27.6″ _module_preset=“default“ hover_enabled=“0″ global_colors_info=“{}“ sticky_enabled=“0″]<\/p>\n
Small and medium-sized companies can often still manage employee training efforts efficiently using Microsoft Excel. However, it becomes more difficult when companies are required to provide training based on regulations. Because in that case, they are also legally obliged to document these training measures.<\/p>\n
For example, companies must show which employees participated in which training and when, and sometimes even with what success. Therefore, if a company is subject to such obligations, the effort to ensure all legally required trainings take place on time increases significantly.<\/p>\n
<\/span><\/span><\/p>\nFactors for the complexity in training management<\/span><\/span> <\/span><\/span><\/h4>\n\n
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The level of effort involved in training management increases significantly with the volume of training activities. Generally, complexity grows alongside company size and the number of employees. Moreover, a higher number and greater variety of training sessions further increase the administrative workload. Another important factor is whether training sessions are independent or contextually connected. In the latter case, both administrative and documentation efforts can rise exponentially. Furthermore, offering a structured training catalogue introduces an additional layer of management complexity.<\/p>\n
Above a certain organizational size, training courses are often no longer developed and delivered entirely in-house. Instead, external training service providers become involved. As a result, additional administrative tasks arise, while supplier management becomes increasingly important. In addition, the selection of training providers usually requires integration with purchasing or procurement processes.<\/p>\n
Another significant level of complexity comes from resource management. Resources may include internal and external trainers, training rooms, and any physical equipment required for training activities. This is particularly relevant for product training. Moreover, identifying available capacities and optimizing resource utilization efficiently are essential operational tasks.<\/p>\n
Regardless of company size, employees, customers, and trainers all represent personal data records. Therefore, this information must be handled with great care and in compliance with data protection requirements. A market-ready TMS should fulfill these standards as a basic requirement. In addition, organizations should also consider the role of co-determination bodies and internal governance structures.<\/p>\n
A TMS functionally addresses this broad administrative dimension. However, these capabilities represent only the fundamental requirements, regardless of the company\u2019s industry or domain.<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/section>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n
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Training Management System as \u201eERP for training provider\u201c<\/h3>\n
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The statements above also generally apply to educational providers. However, it is important to recognize that the training process represents the organization\u2019s core business process. Accordingly, reliable IT support for this process is essential to the company\u2019s success. Therefore, it is particularly important that all required and expected functions are available with the necessary level of quality and performance.<\/p>\n
In this context, commercial processing also plays a crucial role. Since training providers generate revenue through their expertise and educational services, a TMS should ideally include functions that support commercial and business-related processes. Alternatively, if these functions are not integrated directly, the system should at least be able to communicate efficiently with external systems through interfaces. Moreover, when working closely with customers, the sales process becomes increasingly important, which in turn raises the relevance of technical requirements in the Customer Relationship Management (CRM) area.<\/p>\n
Furthermore, these functions may also be relevant for related sub-processes, such as customer product training. However, they are generally not as critical in these scenarios as they are within a company\u2019s core training operations.<\/p>\n
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Summary of the question „What for?“<\/span><\/h3>\n[\/et_pb_text][et_pb_text _builder_version=“4.27.6″ _module_preset=“default“ hover_enabled=“0″ global_colors_info=“{}“ sticky_enabled=“0″]<\/p>\n
At the beginning, we asked the question, \u201cWhat is a training management system?\u201d One important answer to the question of \u201cwhy\u201d is that companies must ensure potentially business-critical processes are properly digitized. At the same time, these processes should be designed in a way that enables tasks to be completed both cost-effectively and time-efficiently while still complying with data protection requirements and regulations.<\/p>\n
Moreover, legally required training activities must often be fully auditable and properly documented. Therefore, it is highly advisable to select a TMS that offers mature, reliable, and well-structured processes.<\/p>\n
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Who uses a Training Management System?<\/span><\/h2>\n[\/et_pb_text][et_pb_divider color=“#29c4a9″ divider_weight=“4px“ disabled_on=“on|on|off“ _builder_version=“4.21.0″ background_size=“initial“ background_position=“top_left“ background_repeat=“repeat“ max_width=“40px“ module_alignment=“left“ custom_margin=“|1046px|10px|||“ animation_style=“zoom“ animation_direction=“left“ global_module=“1979″ saved_tabs=“all“ locked=“off“ global_colors_info=“{}“][\/et_pb_divider][et_pb_text _builder_version=“4.22.0″ _module_preset=“6aefb096-509e-4f36-a71e-e71a8d1d6284″ global_colors_info=“{}“]<\/p>\n
Part of the question „What is a training management system?“<\/span><\/span> <\/span>is also who<\/strong> uses it and how<\/strong>.<\/span><\/span> <\/span>Beyond the question of which companies<\/strong> use a TMS – as seen in the previous chapter: both companies that have training as a core process and companies in which training is a sub-process – there is also the question of which roles and positions people play in a company<\/span><\/span> <\/span>companies that use a TMS.<\/span><\/span> <\/span><\/span><\/p>\nBefore this question, however, there is an even more detailed definition of which companies use a TMS and how.<\/span><\/span> <\/span><\/span><\/p>\n<\/span><\/span><\/p>\nWhat kind of company deals with a training management system and how?<\/span><\/span><\/h4>\n <\/span><\/span>Training management system for training employees<\/span><\/span> <\/span><\/span>If a company creates a TMS, e. g.<\/span><\/span> <\/span>B. due to its size and the number of its employees, it is usually used in the human resources or HR department or a sub-department assigned to it.<\/span><\/span> <\/span>The objective is then to ensure that the company builds up or keeps up to date the skills among existing employees that it will need for the future.<\/span><\/span> <\/span><\/span><\/p>\nA special form arises when employee training is primarily driven by regulations (e. g. in aerospace and aviation, pharmaceuticals and medicine or in the financial sector).<\/span><\/span> <\/span>In this case, there are additional processes such as the preparation of audits and reporting obligations, which a TMS should meet.<\/span><\/span> <\/span><\/span><\/p>\nIn the context of IT networking, this usually means a connection to HR systems and use via the intranet.<\/span><\/span> <\/span><\/span><\/p>\n<\/span><\/span><\/p>\nTraining management system for training customers<\/span><\/span> <\/span><\/span><\/h4>\nIf a TMS is used for training for customers, this often has a sales character, as mentioned before.<\/span><\/span> <\/span>In this context, commercial issues must therefore be taken into account.<\/span><\/span> <\/span><\/span><\/p>\nIn the context of IT networking, this usually means a connection to CRM and ERP systems and use via the Internet.<\/span><\/span> <\/span><\/span><\/p>\n<\/span><\/span><\/p>\nTraining management system for training employees and customers<\/span><\/span> <\/span><\/span><\/h4>\nIn individual constellations – especially in the area of product training – both employees and customers or external employees (e. g. in free sales) are trained in the same system.<\/span><\/span> <\/span><\/span><\/p>\nThe complexity begins here with the variability of the source systems (HR and CRM) via billing (internal billing models combined with commercial processing processes mostly via ERP) access via the Internet and intranet.<\/span><\/span> <\/span>There are also procedural questions as to whether there are joint or separate pools of training.<\/span><\/span> <\/span>Whether employees and externals are allowed to take part in the same event and much more.<\/span><\/span> <\/span><\/span><\/p>\n<\/span><\/span><\/p>\nAsked from this division: So who uses a training management system?<\/span><\/span> <\/span><\/span><\/h4>\nThe following are the roles and positions in the company that use a TMS – Administrator:in is actually self-evident and should always be planned for when introducing an IT system and is actually only listed for the sake of completeness.<\/span><\/span> <\/span>The roles of product manager and organizer are the absolutely classic roles in the system.<\/span><\/span> <\/span>The other roles depend on external criteria such as the size of the company and the function of the system in the company;<\/span><\/span> <\/span>are therefore only relevant under certain conditions.<\/span><\/span><\/p>\nAdministrator <\/span><\/em><\/span><\/span><\/p>\nDepending on the size of the company, administration can be divided into functional and technical administration – or remain combined in one role. <\/span>This primarily means the administration of the system, which – depending on the system – is required via programming and customizing or is made possible by the TMS provider. <\/span>The scope of the administrative tasks can differ significantly depending on the TMS and in consultation with the supplier. <\/span><\/span><\/span><\/p>\nProduct manager:r<\/em> <\/span><\/span><\/span><\/p>\nIn the case of training for employees, this strategic task usually falls under the leadership of the HR or personnel development department; in the case of product training, this can be portfolio or product managers. <\/span>However, those responsible for quality can also be affected by regulation. <\/span><\/span><\/span><\/p>\nYou are responsible for ensuring that the training courses meet the needs of the company and the regulations and that they address and reach customers on the open market. <\/span>You need to analyze how the needs and the market are changing and adjust the portfolio of training content. <\/span><\/span><\/span><\/p>\nOrganizer: in <\/span><\/span><\/span><\/em><\/p>\nRegardless of the type of company, these people are entrusted with the operational business. <\/span>You maintain all the necessary data for training events, make bookings and, if necessary, settle accounts. <\/span><\/span><\/span><\/p>\nInstructor<\/span><\/span><\/em><\/p>\nDepending on the objective and the division of tasks, it may be that trainers themselves are responsible for maintaining individual content or descriptions in the system. <\/span>Then you need corresponding functions.<\/span><\/span><\/p>\nParticipation bodies <\/span><\/em><\/span><\/span><\/p>\nIf agreed accordingly, a co-determination committee will also have access to the TMS, but this is only relevant when training the workforce. <\/span><\/span><\/span><\/p>\n