Abstract:

The ever stronger globalisation tendencies in the world are rapidly coming to influence the processes and quality of training and professional development as well. Development and training are significant for the employees of a public authority in any country. Training and personnel development are highly important in public administration, as this is particularly where non-material services are provided. The outcome to be achieved in the process of training in public administration is highly qualified employees who perform the functions they are responsible for in the public authority in order to assure the performance of the functions and sustained operation of the authority, implementation of its strategy, and the achievement of its targets. Among the most essential factors in assuring quality performance of the functions and tasks are education and qualification of the personnel. The aim of the research study is to investigate the current process of training in the public authority and to provide recommendations for the management in two key aspects – recommendations for the improvement of the entire process of training and the induction training for the new employees. Three questions were brought forward: What is the current process of personnel training in the public authority? How is the induction training provided to the new employees and what improvements are necessary? What are the most significant issues with regard to the personnel training process in the public authority? The authors of the study chose to investigate the training processes in the public authority both for new and current employees, as investment in accurate planning of personnel training, selection of the training topics and methods, and their implementation will pay off, and the public administration will acquire professional, knowledgeable and loyal employees. 3 surveys developed by the authors were used in the study. The results of the study show that the public authority has a Training Procedure in place, but it does not establish a concrete training structure for professional development and in-service training support by clusters of jobs (positions). The employees have evaluated the development of the annual training plan positively, but also note that the training plan should be provided for each cluster of jobs (positions) separately. The heads of the structural units plan external training for their employees differently, and the approaches include annual performance evaluation interviews early in the year, for the entire year (in the second half of the year only when necessary), and there are structural units where the employees attend internal training only. Some of the most contemporary training methods used in the public administration include webinars for in-house training and mentoring for the training of new employees. The most efficient type of training mentioned by the employees is theoretical training together with practical sessions. The content of the induction training received by the new employees is evaluated only upon its completion, and it is pretty often concluded that, as an investment into the new employee, the training has been a waste of time and human resources, and that the new employee has not actually acquired anything, they are not interested in the job, and the employment needs to be terminated.

Keywords:

Personnel training, learning, development.