Training, an essential element

Le 02/05/2018 dans "Society"
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To train well its collaborators is the engine of a large number of companies. Silicom has made it one of the major challenges of its managerial policy. As the company celebrates this year 35 years of existence, Arthur Bataille, reviews the milestones of the group in terms of training.

Flashback

In 1992, nine years after its creation, Silicom set up a training plan for all its employees, based on voluntary service. At the time, Martine Bataille, CEO of the group, said: "The company must ensure its social and cultural role . " Twenty-six years later, the question of training is more relevant than ever in society. The importance of the notion of training at Silicom? "This is simply a critical criterion for a consulting firm.

The training of our employees is in our DNA since the creation of Silicom. This guarantees our level of expertise and thus our positioning in high value-added expertise markets " , analyzes Arthur Bataille.

Since it was set up in the early 1990s, Silicom's training plan has undergone a number of changes. In addition to the creation and management of many projects, it was also decided to hold an annual interview for each employee. The company's major file for many years, access to training is, in a more general way, one of the essential questions on which many companies are thinking.

More than just a stake in the professional world, this has become a prerogative of the state, especially since the establishment of the CPF (Personal Training Account) on January 1, 2015, replacing the former DIF (Individual Right to the Training).

Follow the technical evolutions and plan

At Silicom, employees come from many different backgrounds and belong to different generations.At a time when technical issues are changing very quickly and in a context of scarcity of profiles on certain areas of expertise, the group chooses to highlight pairs between different generations according to skills.

For Arthur Bataille, "Silicom values expertise, regardless of the age and experience of employees, some juniors from generation Y or Z can bring a lot to experienced consultants because they are more rooted in the news technologies and in the digital world. Nevertheless, these young engineers need to be accompanied in the choice of architectures because nothing will replace the field experience, especially in the maintenance frameworks . He adds: "We all remember the RUBY, a wonderful programming language that died as quickly as it appeared, because of the great scarcity of the number of competent people on it. It will be the same for a large number of frameworks and web languages that have appeared recently and whose issues are not certain: the role of experienced employees will be to assess the risks.

Still, all stakeholders must be at the same level of information. Major technological changes must be accompanied by an analysis and a thorough technical watch: training follows the same law.

Ensuring the passage of the generational witness

Already in 1992, when the training plan was set up at Silicom, the question of age was valued. By passing on their knowledge to the youngest, the older employees were doing a kind of "generational witness passage" , which was yet another way of training employees.

According to Arthur Bataille, "a consulting company like Silicom must take generational renewal into account. It is an imperative for our company. To remain a flourishing society around this issue of training, Silicom must continue to train future generations but must not forget that training is a transgenerational subject . "

Silicom and training, two terms constantly agreeing and are not ready to separate!

Antoine Le Fur

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