JAKIN II Project Transfer and full development of the formal and non formal training assessment tool, within new trends and needs of business 2010-1-ES1-LEO05-21048 INTRODUCTION TO

What is JAKIN? is a pilot project in the framework of the European Union Leonardo Da Vinci program in which several organizations from different European countries have taken part as partners between the years 2003 and 2005. The JAKIN project has analysed the situation of knowledge management and Continuous Training in Europe, establishing as main goal the elaboration of a tool aimed at evaluating the capability of formal and informal training programs of generating intellectual capital.

What is JAKIN’s goal? JAKIN aims to meet one of the most important demands of European companies: have at their disposal methodologies or tools for verifying the effectiveness and efficiency of their training investment in order to reach a higher level of competitiveness. JAKIN does not only calculate the impact of training on companies competitiveness, but also serves, thanks to the information obtained, as a guide and orientation on the planning of future training programs.

Partners CEBEK (ES) INVESLAN (ES) HUESKEN & DE PREE CONSULTANCY (NL) TÜV ACADEMY (DE) UNIVERSITY OF TRAKIA - EDUCATION FACULTY (BG) ACADEMY OF HUMANITIES AND ECONOMICS (PL)

Who is the JAKIN tool addressed to? The JAKIN tool is addressed to any company, from any economical sector, interested in assessing the impact of training. However, the JAKIN tool is mainly focused on evaluating complete Continuous Training programs, that is, programs that have included diverse training actions aimed at impacting in all the elements of a company’s performance and functioning in general. At the same time, the JAKIN tool pursues to give companies the possibility of evaluating both formal training activities -with a previous program and in course format- and informal ones -those that are not organized but take place in the workplace. payslips

What is the relationship between evaluating continuous training and knowledge management? Knowledge management means an interest on intangible assets, meaning those aspects and factors that generate value but are not visible or measurable by means of traditional accounting. These intangible assets are known as intellectual capital, having this concept a primary influence on companies’ competitiveness. In this sense, Knowledge management searches to identify, promote and measure the companies’ intangible assets. Taking this into consideration, continuous training can also help promote knowledge management as it is able to create the necessary qualifications for workers in order to generate, promote or develop intellectual capital. Therefore, an added and innovative value of JAKIN is to assess continuous training by measuring its ability to impact on the intellectual capital indicators, even by means of creating financial rates.

JAKIN MODEL OF INTELLECTUAL CAPITAL (JMIC) The Jakin Model of Intellectual Capital (JMIC) is composed of the main indicators on which a companies’ performance depends on. In this sense, the Jakin Model of Intellectual Capital (JMIC) is made up of 75 indicators in it’s advanced version, and 15 in the simplified one. The Jakin Model of Intellectual Capital (JMIC) application for this present tool has been established in a flexible way, allowing the users to determine in the section "What does the performance of your company depend on?" how each one of these indicators has an influence on the performance of a company.

How are the Jakin Model of Intellectual capital (JMIC) variables classified? The intellectual capital in a company is normally divided into three areas: human capital, relational capital and structural capital. It must not be forgotten that human capital, structural capital and relational capital are completely interrelated. The ties between these capitals implies that some indicators in the advanced version do not belong exclusively to the capital where they are included.

Human capital Human capital includes the indicators related to the qualification and organization levels of employees. Concerning the evaluation itself, the groups of indicators in the advanced version are as follows: communication and teamwork, employee satisfaction, organizational structure, work environment, employee attitude and abilities, management and leadership. In the simplified version, the human capital indicators are: leadership, employee satisfaction and empowerment promotion.

Relational capital Relational capital includes the indicators that express, in one hand, the relationship between the company and the customers and the rest of stakeholders; and in the other hand the efforts undertaken in order to make more effective this exchange. In the advanced version the group of indicators for relational capital are as follows: company strategy, market knowledge, customer satisfaction, customer orientation and marketing policies, external relationships and customer structure. In the simplified version the indicators are the following: company strategy, customer structure, market knowledge, customer satisfaction and marketing policies.

Structural capital Structural capital includes the company infrastructure that promotes human capital and at the same time makes relational capital possible. In the advanced version the groups of indicators for structural capital are as follows: Technological investment and industrial property (patents and trademarks) and management models taken as a reference. In the simplified version the indicator is technological investment in companies and management models taken as a reference.

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