Fajar Surya Ari Anggara adalah dosen senior di jurusan manajemen Universitas Darussalam Gontor (UNIDA Gontor), Indonesia. Hartomi Maulana adalah dosen senior di jurusan manajemen Universitas Darussalam Gontor (UNIDA Gontor), Indonesia. Rahma Yudi Astuti adalah dosen senior di jurusan manajemen Universitas Darussalam Gontor (UNIDA Gontor), Indonesia.
A GAP ANALYSIS OF SMEs’ TRAINING NEEDS AND KNOWLEDGE OF CHAL-
Training for SMEs
Training refers to a set of formal and informal learning processes or practices of transfer and knowledge related to the skills needed by future workers and new and old workers to improve their performance in the performance of work tasks (Fraser, 2013; Koh, Gunasekaran) . & Cooper, 2009). For SMEs, they need special training, such as creating business models that are in line with global market dynamics, mastering and using technology, increasing the skills of SME contractors and workers, access and financial management, etc. Research (Kato & Charoenrat, 2018; . Pati, Nandakumar, & Ghobadian, 2017) proves that training for SMEs helps improve the performance of SMEs and makes them creative and innovative, better prepared and able to compete in the global market, able to implement permanent business knowledge with knowledge exchange and learning through practice.
A study conducted by Li, Wang, Jaarsveld, Lee, and Ma (2018) describes the practice of human resource management through high-involvement work systems training to create innovation by engaging participants in collective interaction to share experiences and knowledge. The results of the research by Johnson (2016) show that various trainings carried out in SMEs, such as training on market orientation, networking or collaboration, risk taking or risk management, problem solving skills, learning organizations, have a positive effect on improving innovation ability. SMEs to improve their competitiveness in global markets. Raki´cevi´c, Omerbegovi´c-Bijelovi´c and Le?ci´c-Cvetkovi´c (2015) explained that supply chain management training for SMEs influenced the willingness and capacity to use technology and consequently helped to increase market share.
Training on SMEs' performers has had an effect on the growth of market share, the expansion of business partners, relationships and prospects to prospective customers through the SMEs community (Oparaocha, 2015). Martin (2017) in their study related to university training on SMEs through collaboration found that the training was able to shape technological knowledge transfer, encourage innovation and performance, and motivate SMEs to become more actively involved in finding of solutions to various problems faced by businesses. competition.
Training needs analysis
Furthermore, the research findings of Giotopoulosa, Kontolaimou, Korra, & Tsakanikas (2017) proved that training needs analysis in SMEs helps to identify any ICT needs that are relevant to be adopted and applied as a strategy to enter the international market. The training needs analysis helps the SMEs to improve the basic skills needed to apply knowledge and technology, and also produce product and service innovations that have more value in the global competitive market (Al-Awlagi, Aamer, & Habtoor , 2018). Through the introduction of training needs, SMEs performers are aware of the importance of knowledge to accelerate the growth of competitiveness.
SME owners can always innovate through continuous improvement, increase the exchange of knowledge and experience as well as skills (e.g. reduce time loss and training costs) to penetrate global market expansion.
Knowledge about Global Market
Although SMEs are considered to be able to survive in the face of the global crisis, the actual conditions are more serious. In order to maintain in the global market, it is required that the artists of SMEs have more abilities. The capacity needed by SMEs to enter the global market is creative and innovative skills and to produce export-oriented products and services.
Knowledge of cognitive and business skills, especially in SMEs, is necessary to be ready to compete in the global market. Therefore, it is very necessary to have a match between the material in the training session and the knowledge needs of the SMEs. The content of training courses and knowledge acquisition, in the form of training in work tasks, both interactive and non-interactive, can help employees to improve performance.
Therefore, SMEs that are able to map training needs to enter the global market will have knowledge. They will tend to be able to analyze training needs, understand the shortcomings and potential that will allow them to enter the global market.
Enterprise demography and perceived training needs
Formal and non-formal education is necessary to survive in their business and also to access institutional credit and business communities. Therefore, the family-owned companies realize the training needs in connection with special knowledge and skills (knowledge acquisition, knowledge transfer, competitive advantage, tacit to explicit knowledge, etc.). Studies of several family businesses in Canada (Konopaski, Jack, &. Hamilton, 2014) show that the owners of family businesses learn about sustainability in their business to survive in the global market challenges, and forms of education are necessary to manage. with past, present and future challenges and opportunities.
Assessment of training needs, such as creating and developing future goods and services, operational process efficiency, managerial ability to improve human capital, financial capital and network relationships greatly affect the ability to enter the international business ecosystem (Padachi. & Bhiwajee, 2016; Sciascia , Mazzola, Astrachan, & Pieper, 2012). Research on SMEs in the agricultural sector (Sandhu, Hussain, . & Matlay, 2012) found that the educational background of SMEs is a determining factor for entrepreneurship education. Coaching or training course forms are the decisive factors in building a business ecosystem with increased knowledge creation needed in the global market competition.
The educational qualifications that SMEs possess, for example in business management, show that they are increasingly able to understand the importance of the course and development of business skills, finance, management skills, business strategies and HRM skills (Basu, 2014) . Research on business management education by SME artists (Duh & Belak, 2008; Mellish, 2016) influences SMEs' perception of the importance of training needs for its members.
Measurement
The level of education of the executives of SMEs affects their motivation to develop theories that they understand related to design, setting goals, adaptation to the use of knowledge and ICT, how to do something better in practical work systems (transformation of knowledge becomes easier to apply ; learning by doing . focus on practical actions when performing tasks) through action-based training (Gielnik et al., 2015). When evaluating the validity of the data, 374 were found to be valid and reliable and were used as the basis of analysis (about 73.33 percent). This can be considered a good response rate considering the sensitive nature of the topic, the nature of the problem being investigated and the barriers that management may have in relation to the survey.
The main construct of marketing challenge for this study was measured using a Likert scale with 5-point scales ranging from very low (score 1) to very high (score 5). Section A dealt with the general background of the business concern and consisted mostly of multiple-choice questions in which the owner-managers as respondents were asked to select the alternative that best described the characteristics of the business concern, such as gender, educational level, organizational tenure . , and the number of staff. The information mainly related to training needs, type of training attended, current training needs and future training needs.
Section B sought to assess the perception that owner managers had about the knowledge needed to enter the global market, along with an in-depth investigation of the barriers they face in relation to going global. While Panagiotakopoulos (2011) attributed the different training needs in SMEs to open ignorance among owner-managers of such businesses, the first chapter was about assessing current training needs and future training needs.
Data analysis techniques
Nature of business, workforce and legal entity From the 374 respondents, 20 percent were from the manufactur-
Thus, the final part of this section assessed the presence of any formal training analysis in SMEs. In total, 87.1 percent of the sample of small and medium-sized businesses were organized as family businesses, while 8.6 and 4.3 percent were organized as partnerships and corporations, respectively. As expected, family businesses tended to employ fewer workers, and since employment is an indication of size, it can be concluded that this business form generally remained small.
Previous studies have shown that they are the ones who neglect best business practices and training becomes part of them (xx).
Attended training
Training Needs Analysis
Knowledge about entering global market
Combining scales 4 and 5 (which we categorized as the highest), the categories of knowledge respondents need to enter the global market are ICT capabilities, promotion, assistance, market research, product customization, and meeting importers. So, if it is further put together, then SMEs want to get training in finance, marketing and ICT in order to enter the global market. Based on the above table 6, it can be concluded that there is a need for the current content of training in the field of financial management at the moment or in the next five years, while in order to confidently enter the world market, SMEs need ICT and marketing management skills. .
There is no significant difference in the types of educational material needs in the present and the future. Most of the SMEs in Central Java, Indonesia perceive that financial management training needs are urgent both now and in the future. To support their intention to enter the global market, SMEs need to strengthen knowledge in ICT facilities, marketing management and product development.
Training needs of small and medium-sized enterprises: results from an empirical study. The strengths and weaknesses of small and medium-sized enterprises with regard to the implementation of lean manufacturing.
