Abstract
Continuous training constitutes a central component of the strategic and operational management of Human Resources. It aims to produce, maintain, and develop individual and collective skills within organizations, thereby directly contributing to performance and competitiveness.
For training to be effective, it must not be an end in itself but rather a strategic tool aligned with the company’s objectives. This requires integrating evaluation mechanisms and tools from the design phase to ensure the relevance, usefulness, and effectiveness of training programs in relation to the expected outcomes.
At the national level, Morocco, as an emerging country, must raise the overall level of education and training of its population—an essential condition for improving the competitiveness of Moroccan enterprises. Continuous training enhances adaptation to labor market transformations, strengthens employee employability, and improves productivity.
To maximize its impact, training must be considered a strategic investment and integrated into the company’s overall strategy. An effective training policy requires strategic thinking in human resource management and skills development, grounded in and aligned with the organization’s strategy.However, in Moroccan SMEs, this strategic approach remains limited: material investments are generally prioritized at the expense of continuous training. This research aims to examine existing training practices within Moroccan SMEs in a strategic approach.