Creating-entrepreneurial-mindset

A. Dziadkiewicz, J. Nieżurawskaing programmes run by external and internal trainers to informal trainings on the spot,at work. It also includes other activities such as job shadowing, which can be termed asa method of learning by imitation („being a shadow” of another, experienced worker)as well as coaching, mentoring [Hill, Stewart 2000, p.108].In view of the specific character of small and medium enterprises, an elaboration ofeffective development plans, taking into consideration the needs of both the workersand the employers is essential. It is important to prepare at least annual plans takinginto consideration key trainings and development programmes. Small and mediumenterprises should not, however, limit themselves solely and exclusively to the realisationof external training sessions, but they should also exploit other forms of developmentsuch as internal meetings, presentations, discussions, or individual forms ofdevelopment basing on coaching or mentoring. [Aleksy Pocztowski, Urban Pauli 2013,p. 10].Coaching and mentoring are modern methods of teaching. Coach is a trainer whostimulates and motivates employees to undertake an effort of their own personal development.They are, therefore, a sort of partner and not a person superior with respect tothe developing individual. Usually their role consists in diagnosing the strengths andweaknesses and proposing, basing on such a recognition, concrete development activities.Mentoring, in turn, is of the master – disciple kind of relation. It is based on inspiration,stimulating and leadership. The main tool of the mentor is a constructive dialoguebased on an exchange of views as well as on formulating such aims for the traineewhich are very closely related to their unique potential.The development of the employees of small and medium enterprises usually takesplace in an informal manner, with a predominance of internal training sessions, informaljob instructions and socialization [Cardon and Stevens 2004, pp. 310, 318]. Developingemployees via „on the job trainings” seems the most effective method. Suchtrainings consist in learning “at the work post”, where employees learn what they needmost at a given moment [Hill 2004, p.12].„On the job training” is used mostly because of the low costs involved and a possibilityof an immediate application of the acquired knowledge or skill [Beaver, Hutchings2005, p.596]. In addition, the possibility of transmitting of the specific competence,unique for each given organization, is their important advantage [Rowden 1995,p.364]. These trainings focus on the concrete needs of the employee and allow for aneasier integration with everyday duties [Mayson, Barrett 2006, p.450].In addition, the evaluation of effectiveness of the realized trainings is very importantfor the level of professionalization in the field of trainings and development.Evaluation should take into consideration not only the reaction of trainees, but in thefirst place their influence on the changes in the manner of performing the tasks and theobtained business effects.53