Personnel and training plan

  • Prepared annually under co-operation negotiations, in order to maintain and improve the occupational skills of employees.
  • In preparing the plan, account must be taken of foreseeable changes in the operations of the undertaking deemed likely to be relevant to the composition, number or occupational skills of personnel.
  • Constitute a continuous process, updated on an annual basis, with follow-up.
  • The minimum content of the plan is laid down in the Act on Co-operation within Undertakings.

Starting points

In preparing the plan, account must be taken of foreseeable changes in the operations of the undertaking deemed likely to be relevant to the composition, number or occupational skills of personnel.

Efforts must be made to prepare for the foreseeable changes in such a manner that the employees have the opportunity to affect and prepare for such changes at the earliest possible stage.

Any foreseeable changes, such as the closure of the undertaking or any part thereof, its expansion, the expansion or reduction of its operations, acquisitions of machinery and equipment, changes in production and service structure, and the organisation of work, if they affect the personnel.

The purpose of a training plan is to assess how the undertaking should train its personnel, in order to ensure that the employees will manage in their changing duties. The aim is to maintain and improve the occupational skills of the undertaking’s employees.

The contents of a personnel plan

While considering the undertaking size, the plan should include at least the following:

  1. the undertaking's personnel structure and numbers, including the number of fixed-term employment contracts actually concluded, and an estimate of the trends of such contracts
  2. the principles of use of various forms of employment relationships
  3. the general principles aiming to maintain the working ability of employees who are at risk of unemployment or aged and to improve the access to labour market of employees at risk of unemployment
  4. an assessment of the occupational skills of the entire personnel, changes taking place in occupational skills requirements and the causes of such changes, as well as an annual plan based on this assessment for each personnel group or for employee groups categorised by some other appropriate criterion and
  5. implementation of the plans and the monitoring procedures

In addition, the plan shall pay attention to:

  1. the special needs of ageing workers;
  2. the means and possibilities by which the employees could reconcile work and family life;
  3. the principles of employing disabled workers; and
  4. flexible working time arrangements.

If the number of employees employed by the undertaking is regularly at least 20, but less than 30, it can be agreed with the representative of the personnel group or groups that the aforementioned matters are addressed in an event organised for the entire personnel.

If the employer serves notice of termination due to financial or production-related reasons, the relevant changes to the plan regarding personnel and training plans must be made during the co-operation negotiations.

Personnel plans and training objectives must take account of the particular needs of ageing employees, as well as measures and opportunities enabling employees to balance their working and family life.

Further information : cooperation ombudsman