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Management of Professional Training in FMUL, 2009-2011 – Strategy and Performance Indicators

By etavares On 31 October, 2012 Listening to FMUL | 2012 Comments Off on Management of Professional Training in FMUL, 2009-2011 – Strategy and Performance Indicators No tags

Dynamics and organization of a partnership project

The year 2009 represented the consolidation of a new organizational model for managing the training of FMUL’s non-teaching members of staff. This strategy was built through projects and internal dynamics and collaboration between the Department of Administrative Management and the Planning and Assessment Office (later AIGQ).

Procedures associated with the attendance of professional training courses favour the implementation and monitoring of a training plan developed by the training unit of the Department of Administrative Management. Trainees also evaluate their training course. Each course is subsequently assessed in terms of satisfaction by means of a questionnaire. These measures helped rationalise the training courses offered, maintaining the balance between professional groups and the adequacy of the training to the skills profile of FMUL employees.

Professional training as strategic development of human potential

Professional training represents a competitive advantage for individuals and companies, as it enables improving performance at the workplace, the acquisition of new skills along professional careers. It is a tool of excellence to allow (re)adjusting to organizational changes and the milieu in which they occur. Knowledge acquisition based on work-based learning (self-learning) is no longer compatible with current performance needs. Professional training emerges as an enhancer of the productivity of work teams, promoting the increased knowledge of top executives, middle managers and remaining members of staff. It allows the structuring of critical thinking that leads to information sharing and to best management practices, which, in turn, will lead to the success of institutions and of those working in them (CARDIM, 2005:64-66).

Investment in training is a vital process, since it is a critical factor for the development of competencies. In addition, it is a key basis for human resources to perform different roles and interact properly with the new contexts in which they need to work throughout their professional lives (CAETANO, 2007:11).

Skills result from the process of acquiring successive qualifications in a given career. The training provided to employees will lead to an increase in their ability to solve concrete problems at work and to greater efficiency and innovation capacity in real professional situations. Accordingly, professional training is a major variable for the emergence of learning organizations, making them richer in terms of content, more independent, and, above all, more competitive (ALMEIDA, REBELO, 2004:123-131).

Learning organizations produce three levels of learning, represented in the following figure:


Figure 1
– The three levels of learning in qualifying organizations

The strengthening of human resources development is a strategic orientation and a condition for the modernisation and development of services, enabling FMUL to come forward as a learning organization.

Some of the performance indicators listed below show the institution’s commitment and engagement with the professional development of its employees.

Some performance indicators at FMUL in 2009- 2011 

To illustrate the professional training activities at FMUL in the three years under consideration, we present here some performance indicators, namely: a) number of training activities conducted; b) proportion of training courses offered with and without funding; c) most representative training areas; and d) total number of training hours provided and average number of training hours per employee.

Figure 2 – No. of Training Courses conducted between 2009 and 2011 

Figure 3 – Total number of training hours and average number of training hours per non-teaching member of staff of FMUL between 2009 and 2011

Figure 4 – Proportion of training activities with and without funding 

Figure 5 – Most representative training areas between 2009 and 2011

Conclusion

Although the number of training courses has decreased in the three years under consideration, the number of training hours and the average number of training hours per employee have increased significantly.

The percentage of training activities at no cost to FMUL has also increased.

The professional learning of FMUL employees is reflected in the diversity and frequency of courses attended in various areas. However, training has focused predominantly on the fields “Administrative Management and Secretarial Skills” and on “Computing and Information Technologies”. Investment on human beings, on professional development and on the advancement of employees’ skills is part of the strategy for the qualification of FMUL’s human resources.

Internal Assessment and Quality Assurance Multidisciplinary Team (AIGQ)
Human Resources Unit – Training
avaliacao@fm.ul.pt
recursoshumanos@fm.ul.pt
_______________

Bibliography 

ALMEIDA, Paulo Pereira de e REBELO, Glória (2004), A Era da competência: Um novo paradigma para a gestão de recursos humanos e o direito do trabalho, Lisboa, RH Editora

CAETANO, António (cord.) (2007), Avaliação da formação – Estudos em organizações Portuguesas, Lisboa, Livros Horizonte

CARDIM, José Eduardo de Vasconcelos Casqueiro (2005), Formação profissional: Problemas e políticas, Lisboa, UTL-ISCSP

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Index - News # 29 | set/out. 2012
 Know better in order to do better
 Training for non-teaching staff of UL
 University of Lisbon among the best universities in the world
 Employability of UL graduates
 Comunicado Reitor da UL – Fusão da UL e da UTL
 Faculty of Medicine, University of Lisbon: the training of health professionals
 Sessão de Apresentação Pública do Biobanco-IMM
 Nomeação Nova Diretora da Clinica Universitária de Pneumologia da FMUL
 Atribuição de Títulos ao Professor Fausto J. Pinto
 Interview with Professor Bugalho de Almeida – Director of the Pulmonology University Clinic
 Some Notes on the Oncological Pulmonology Unit of the Pulmonology University Clinic of FMUL/HSM
 Respiratory Intensive Care Unit
 Respiratory Endoscopy Unit (REU)
 Respiratory Physiology Unit
 Ward Pulmonology Unit 1 – Santa Maria Hospital, Northern Lisbon Hospital Centre
 Outpatient /Ambulatory Clinic
 Cystic Fibrosis – Specialist Centre for the Treatment of Cystic Fibrosis
 WORKSHOP – Plano de Melhorias 2012/2013
 Welcome to FMUL 2012/2013
 2012/2013 Introduction Week FMUL – Video presentation
 LIVE IN – O Estudante de Medicina na Comunidade Científica
 Staff training in the University of Lisbon
 The Admission and Student’s guides of the University of Lisbon
 Apply to the 16th “Education through Science” Programme and to the Gulbenkian/FMUL Scholarships
 Institute for Advanced Training FMUL – Postgraduate Training
 FMUL students awarded prizes at the UL/FAD Scholarships Forum
 FMUL student receives Prize at 2012 YES Meeting
 Scientific Publications
 Portuguese scientists win research grants worth millions of euros.
 Academic Examinations at the Faculty of Medicine of the University of Lisbon
 Motivational communication with patients dependent on substances
 ULness Academy – 2012/2013
 Science and Health Research
 Evaluation Questionnaire of FMUL Newsletter
 Assessment of the Subject – Pulmonology Educational 2012/2013
 Evolution of Access to Medical School nationwide over the last 10 years
 Management of Professional Training in FMUL, 2009-2011 – Strategy and Performance Indicators
 VII Encontro de Nutrição do Serviço de Dietética do Hospital Pulido Valente – 26 de Outubro
 Masters in Education in the University in Lisbon – 2012/2013
 Prémio Universidade de Lisboa 2013 – 15 de Dezembro de 2012
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100 AnosPropriedade e Edição: Faculdade de Medicina da Universidade de Lisboa NIPC: 502662875  Periodicidade: Mensal  Diretor: Prof. Doutor Fausto J. Pinto Conselho Editorial: Prof. Doutor Fausto J. Pinto, Profª. Doutora Ana Sebastião, Prof. Doutor Mamede de Carvalho, Prof. Doutor António Vaz Carneiro, Prof. Doutor Miguel Castanho, Dr. Luís Pereira  Equipa Editorial:  Ana Raquel Moreira, Cristina Bastos, Isabel Varela, Joana Sousa, Maria de Lurdes Barata, Rui Gomes, Sónia Teixeira  Colaboração:  Gabinete de Relações Públicas, Internacionais e Comunicação  Versão Inglesa: AP|PORTUGAL- Language Services  Conceção: Metatexto, Lda. e-mail: news@medicina.ulisboa.pt  Sede do Editor e Sede da Redação: Avenida Prof. Egas Moniz, 1649-028 Lisboa Estatuto Editorial Anotado na ERC 

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