In this fast-paced world, training is a key component for success in any industry. It is especially important for a large gold producer, as it can be difficult for employees to remain up to speed with major advancements and complex technological changes within the business.
In Soviet Russia, training centers for blue-collarmanual workers were of production companies often a substituted for universities and collegesvocational schools . But gradually the entire system fell into decay, : jobs for coaches teachers werewere cut and the, tutorial sessions became substantially obsoletelost their worth as last time they were had not been updated was insince the late- 1970s. Companies were formalistrigid about their training. In addition to that training of blue-collar regimes and many workers lacked formal requirements forfor the necessary skills and expertise relevant to changingrequired for the technologicales and production process elements of the job, so were unable to due toincrease on the shortage in of skilled coachesteachers.
In 2017, Polyus , Russia’s largest gold mining company, decided to completely reconsider its approach to corporate training.
It started to by transforming the corporate training system and first of all developed skills matrices by breaking down every component of each activitylabor action of main blue-collar jobs in components. This allowed us to understand specifically what which skills and expertise people are required for theirthose roles jobs, in other words to formalizing thee professional requirements. In total, Polyus created 19 matrixeces for 124 different job roles in total. At the nNext stage, the Company created 36 curricula educational plans based on each these matrixces, which included all possible tutorials needed as well as including workbooks for the students and coachesteachers. In parallelAt the same time, Polyus launched an excellence program for coaches teachers and trained them on the Company’s new teaching methods.
After standardizing personnel training quality across all business units, the Company considered expanding the levels of training coverage onreceived by all members of staff members. Blue-collarMany of our workers mainly haveare employed on a shift-based scheduled, so they may not have no time to for get distracted with training as it maywithout impacting on the production process. The project was challenged by the fact that the Company employs more than 20,000 people across Russia, countrywide geography of the company (itswith operations are located inacross the Krasnoyarks, Irkutsk, Yautia and Magadan regions, as well as in Yakutia while the headquarters is in Moscow) and large number of staff members making up for 20,000 people, including some 13,000 blue-collar workers. Given the difficulty that this posed in having all of these people receive the same training, It was not reasonable to hire more coaches to train that many people so a decision was made to develop online training programs. This allowed Polyus to put the theoryetical parts of the program online, making it more convenient possible for workers as they could participate to learn at any time and anywhere they please using smartphones or other portable devices. Each online training program includes consists of tutorials, tests and check-yourself tasks.
As the training of a workerprograms includess both theory and practiceal elements, the Ccompany started to transform the mentorship program. Previously, the least busy workers were assigned to this role by a line manager so they often performed their duties in a formalist way with no enthusiasm having and no clear idea of their role in the training process, and achieving no visible results. Now mentorship is on a voluntary basis, moreover as being a mentor it is not for everyone to be a mentor. If someone wants to assume this role, they wshould need to comply with certainmeet the stated criteria, including: having among other things, his seniority should beworked at the Company for a minimum of 6 months, with at least 3 years of professional experience and, he should have a clean safety record, in addition to that he needs toas well as acquiring the necessarye mentoringship skills and passing the excellence program exams after an excellence program. For Mentors must have a systematic knowledge transfer of Polyus to communicate to their menteesdeveloped a check list for mentors to communicate with their apprentices.
The main areas of activity for a mentorship in the company include teaching professional job-based skillsing, upskilling and reskilling programs and, helping the apprenticeship to get permitted for unsupervised work; internships for students.
Based on the results of their work, with his apprentice the mentor will receives an extra bonus payment. Thee amount of extra payment is based on the mentor’s salary, the number of shifts during the mentorship period and qualification exam results of the apprentice. In addition to thisat, the mentorship will affects the mentor’s final annual appraisal.
CNow corporate training programs now fall into two categories: mandatory and supplementary. If a person fails to complete the online part of the curriculum course, for some reason he is summoned tomust attend the training center, although. Such this situation hass become ever more rare. Whereas: earlier at the beginning far fromnot everybodyne was eager to install the require mobile app, but gradually an awareness-raising campaign, FAQs, competitions and awards allowed within Polyus to convinced its staff employees that the training is for their own good.
As a result of this transformation, the Ccompany updated the job training system in line with the relevant production processes and ensured high-quality corporate training for all members of staff members.