KOSOVO MSME’S TRAINING NEEDS ANALYSIS · opportunities for Kosovo SMEs, facing such challenges, are hampered both in the domestic market and in access to exports. On the other hand,

MINISTRY OF TRADEAND INDUSTRY

REPUBLIC OF KOSOVO

KOSOVO MSME’S TRAINING NEEDS ANALYSIS

KOSOVO

YOUREADY FOR

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FUNDED BY

Agjencia për Investime dhe Përkrahjen e Ndërmarrjeve në Kosovë Agencija za Investicije i Podršku Preduzeča na Kosovu Kosovo Investment and Enterprise Support Agency Str. Muharrem Fejza p.n. 10000 Pristina, Republic of Kosovo Tel: +383 (0)38 200 36 541 e-mail: [email protected] kiesa.rks-gov.net

IMPLEMENTED BY

D&D Business Support Center Square. "Edit Durham", H1, No.11, 10000 Pristina, Republic of Kosovo Tel: +377(0)44-693-564, E-mail: [email protected] www.dd-bsc.com

The views and opinions expressed in this report are those of the author and do not represent the official position of the Ministry of Trade and Industry of the Republic of Kosovo or of the Kosovo Investment and Enterprise Support Agency.

PRISHTINA, OCTOBER 2017

https://kiesa.rks-gov.net/

tel:0037744570021

mailto:[email protected]

http://www.dd-bsc.com/

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CONTENTS LIST OF FIGURES ............................................................................................................................................. 7

LIST OF ABBREVIATIONS ............................................................................................................................. 8

1. EXECUTIVE SUMMARY ......................................................................................................................... 9

2. RESEARCH METHODOLOGY .............................................................................................................. 11

3. ANALYSIS OF DATA GENERATED FROM THE SURVEY .............................................................. 13

3.1. PART I - General information on SMEs ........................................................................................... 13

3.1.1. The establishment period of enterprises ........................................................................................ 13

3.1.2. Age and gender structure of employees in surveyed SMEs .......................................................... 14

3.1.3. Structure of surveyed SME employees by educational background ............................................. 15

3.1.4. Certification of surveyed enterprises with national or international standards ............................. 17

3.2. PART II – Trainings attended by the enterprises .............................................................................. 18

3.2.1. Human resources management at surveyed enterprises ................................................................ 18

3.2.2. Enterprises attended training activities in the past ........................................................................ 19

3.2.3. Types of training attended in the past by surveyed enterprises ..................................................... 20

3.2.4. Training impact to employees performance .................................................................................. 21

3.2.5. Training organization form (in-person/online) .............................................................................. 22

3.2.6. Online training impact to the performance of surveyed SMEs employees ................................... 23

3.2.7. The way of organizing trainings .................................................................................................... 24

3.2.8. Main funding source of training activities in the past ................................................................... 25

3.2.9. Assessment of training benefits against training costs .................................................................. 26

3.2.10. Reasons for not attending trainings in the past .............................................................................. 27

3.2.11. Obstacles and difficulties during the work process and the challenges of SMEs due non-participation

in training ...................................................................................................................................................... 28

3.3. PART III – SMEs training needs in the future .................................................................................. 29

3.1.3. Management training needs of enterprises .................................................................................... 29

3.3.1.1. Management Training Needs ..................................................................................................... 29

3.3.1.2. Human resources training needs ................................................................................................ 31

3.3.1.3. Public procurement and tendering training needs ..................................................................... 32

3.3.1.4. Financial management training needs ....................................................................................... 34

3.3.1.5. Market analysis training needs .................................................................................................. 36

3.3.1.6. Marketing training needs ........................................................................................................... 38

3.3.2. Operational/ administrative training needs of enterprise ............................................................... 39

3.3.2.1. Operational/administrative training needs ................................................................................. 39

3.3.2.2. Project preparation and management training needs ................................................................. 41

3.3.2.3. Finance management and accounting training needs ................................................................ 43

3.3.2.4. Client service training needs ...................................................................................................... 45

3.3.2.5. Communication technology, efficient use of energy and product certification training needs . 46

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3.3.3. Technical and/or professional training needs of SMEs ................................................................. 47

3.3.4. Readiness of surveyed enterprises for online trainings ................................................................. 50

4. SUMMARY .............................................................................................................................................. 51

5. ANNEX 1 – QUESTIONNAIRE .............................................................................................................. 53

LIST OF TABLES TABLE 1 - Comparison of SME requests for training ............................................................................................. 11

TABLE 2 - Enterprise establishment period ............................................................................................................ 13

TABLE 3 - Structure of man employees in surveyed SMEs .................................................................................... 14

TABLE 4 - Structure of women employees in surveyed SMEs ............................................................................... 14

TABLE 5 - Structure of employees by educational background ............................................................................. 15 TABLE 6 - Certification of surveyed SMEs with national/international standards ................................................ 17 TABLE 7 - Human resources management in 800 surveyed SMEs. ..................................................................... 18 TABLE 8 - Participation of SMEs in training sessions in the past ........................................................................ 19 TABLE 9 - Types of trainings held by SME workers ............................................................................................. 20 TABLE 10 - Training impact to employees performance ....................................................................................... 21 TALBE 11 - Training organization form ................................................................................................................ 22 TABLE 12 - Online training impact to the employee performance. ....................................................................... 23 TABLE 13 - Organization of training activities ...................................................................................................... 24 TABLE 14 - The main funding source of training .................................................................................................. 25 TABLE 15 - Assessment of training benefits against training costs by respondents .............................................. 26 TABLE 16 - Reasons for not attending trainings .................................................................................................... 27 TABLE 17 - Obstacles/difficulties during the work process and the challenges of SMEs due to the non-

participation in training ........................................................................................................................................... 28 TABLE 18 - Management training needs of Micro-enterprises .............................................................................. 30 TABLE 19 - Management training needs of Small-enterprises .............................................................................. 30 TABLE 20 - Management training needs of Medium-enterprises .......................................................................... 30 TABLE 21 - Human resources training needs of Micro-enterprise ........................................................................ 31 TABLE 22 - Human resources training needs of Small-enterprise ......................................................................... 31 TABLE 23 - Human resources training needs of Medium-enterprise ..................................................................... 32 TABLE 24 - Public procurement and tendering training needs of Micro-enterprises ............................................. 33 TABLE 25 - Public procurement and tendering training needs of Small-enterprises ............................................. 33 TABLE 26 - Public procurement and tendering training needs of Medium-enterprises ......................................... 33 TABLE 27 - Financial management training needs of Micro-enterprises .............................................................. 34 TABLE 28 - Financial management training needs of Small-enterprises ............................................................... 35 TABLE 29 - Financial management training needs of Medium-enterprises ........................................................... 35 TABLE 30 - Market Analysis training needs of Micro-enterprise .......................................................................... 36 TABLE 31 - Market Analysis training needs of Small-enterprises ......................................................................... 36 TABLE 32 - Market Analysis training needs of Medium-enterprises .................................................................... 37 TABLE 33 - Marketing training needs of Micro-enterprises .................................................................................. 38 TABLE 34 - Marketing training needs of Small-enterprises................................................................................... 38 TABLE 35 - Marketing training needs of Medium-enterprises .............................................................................. 38 TABLE 36 - Operational/administrative training needs of micro-enterprises ........................................................ 39 TABLE 37 - Operational/administrative training needs of small-enterprises ......................................................... 40 TABLE 38 - Operational/administrative training needs of medium-enterprises ..................................................... 40 TABLE 39 - Project preparation and management training needs of Micro-enterprises ........................................ 41 TABLE 40 - Project preparation and management training needs of Small-enterprises ......................................... 41 TABLE 41 - Project preparation and management training needs of Medium-enterprises .................................... 42 TABLE 42 - Finance management and accounting training needs of Micro-enterprises ....................................... 43 TABLE 43 - Finance management and accounting training needs of Small-enterprises ........................................ 43

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TABLE 44 - Finance management and accounting training needs of Medium-enterprises .................................... 44 TABLE 45 - Client service training needs of Micro-enterprises ............................................................................. 45 TABLE 46 - Client service training needs of Small-enterprises ............................................................................. 45 TABLE 47 - Client service training needs of Medium-enterprises ......................................................................... 45 TABLE 48 - Communication technology, efficient use of energy and product certification training needs of

Micro-enterprises ..................................................................................................................................................... 46 TABLE 49 - Communication technology, efficient use of energy and product certification training needs of

Small-enterprises ..................................................................................................................................................... 46 TABLE 50 - Communication technology, efficient use of energy and product certification training needs of

Medium-enterprises ................................................................................................................................................. 46 TABLE 51 - Technical/professional training needs of Micro-enterprises .............................................................. 47 TABLE 52 - Technical/professional training needs of Small-enterprises ............................................................... 48 TABLE 53 - Technical/professional training needs of Medium-enterprises ........................................................... 48 TABLE 54 - Readiness of surveyed enterprises for online trainings ...................................................................... 50 TABLE 55 - Recommended training activities ....................................................................................................... 52

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LIST OF FIGURES FIGURE 2 - SMSs employees by gender and age ................................................................................................... 15 FIGURE 3 - Structure of employees by educational background ........................................................................... 16 FIGURE 4 - Certification of surveyed SMEs with national/international standards .............................................. 17 FIGURE 5 - Human resources management in SMEs ............................................................................................ 18 FIGURE 6 - Participation of employees in previous trainings ................................................................................ 19 FIGURE 7 - Types of trainings attended by SMEs employees ............................................................................... 20 FIGURA 8 -Training impact to employees performance ........................................................................................ 21 FIGURE 9 - Training organization form ................................................................................................................. 22 FIGURE 10 - Online training impact to employee performance ............................................................................ 23 FIGURE 11 - Organization of training activities .................................................................................................... 24 FIGURE 12 - The main funding source of training activities ................................................................................. 25 FIGURE 13 - Assessment of training benefits against training costs by respondents ............................................ 26 FIGURE 14 - Reasons for not attending training activities ..................................................................................... 27 FIGURE 15 - Obstacles/difficulties during the work process and the challenges of SMEs due to the lack of

participation in training ........................................................................................................................................... 28 FIGURE 16 - Management training needs of SMEs ............................................................................................... 31 FIGURE 17 - Human resources training needs of SMEs ........................................................................................ 32 FIGURE 18 - Public procurement and tendering training need of SMEs ............................................................... 34 FIGURE 19 - Financial management training needs of SMEs................................................................................ 36 FIGURE 20 - Market Analysis training needs of SMEs ......................................................................................... 37 FIGURE 21 - Marketing training needs of SMEs ................................................................................................... 39 FIGURA 22 - Operational/administrative training needs of SMEs ......................................................................... 41 FIGURE 23 - Project preparation and management training needs of SMEs ......................................................... 43 FIGURE 24 - Finance management and accounting training needs of SMEs......................................................... 44 FIGURE 25 - Client service training needs of SMEs .............................................................................................. 46 FIGURE 26 - Communication technology, efficient use of energy and product certification training needs of

SMEs ....................................................................................................................................................................... 47 FIGURE 27 - Administrative and/or professional training needs of SMEs ............................................................ 49 FIGURE 28 - Readiness of surveyed enterprises for online training ...................................................................... 50

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LIST OF ABBREVIATIONS

TNA Training Needs Analysis

CE European Conformity

HACCP Hazard analysis and critical control points

ISO International Standardization Organization

EC European Commission

KIESA Kosovo Investment and Enterprise Support Agency

MTI Ministry of Trade and Industry

SME Small and Medium Enterprises

ME Manufacturing Enterprises

SE Service Enterprises

TE Trading Enterprises

SEECEL South East European Centre for Entrepreneurial Learning

SPSS Statistical Package for the Social Sciences

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1. EXECUTIVE SUMMARY

Human resources are undoubtedly one of the main factors in private sector, namely small and medium-

sized enterprises, sustainability and development. Based on many researches performed up to now, this

research, as well as in every opinion drawn from business community, it turns out that SMEs in the

Republic of Kosovo face serious difficulties in recruiting labour force in line with their needs. This is

due to the low level labour market needs related formal and informal education in provided by

educational institutions at all levels, both public and private. Being exposed to an open market, under

regional and international competitiveness, the sustainability and competitiveness increasing

opportunities for Kosovo SMEs, facing such challenges, are hampered both in the domestic market and

in access to exports. On the other hand, the development of human capacities, namely jobseekers training,

is an essential prerequisite to also attracting foreign direct investments.

The purpose of this research funded by Ministry of Trade and Industry/KIESA and implemented by D&D

Business Support Center, is to assess the current state regarding human resource capacities in SMEs and

to identify training needs for Kosovo SME employees. Findings from this research will serve KIESA

and other relevant institutions to develop SME supporting policies, and to develop programs and projects

facilitating access to appropriate training, online format, in the areas necessary to Kosovo SME

employees.

This research, inter alia, outlines the findings from800 SME respondents surveyed on issues focusing

particularly on:

• Training importance to enterprises,

• Main training benefits to enterprises,

• Training absence-related challenges faced by enterprises,

• Areas that enterprises need training,

• Willingness and opportunities of enterprises to use online training, and

• Proposing of online training form, acceptable and usable by the enterprises.

This Training Needs Analysis involved a sample of 800 SMEs, from the entire territory of Kosovo,

respectively from all seven regions of the Republic of Kosovo (Prishtina, Prizren, Ferizaj, Gjilan, Peja,

Gjakova and Mitrovica).

Moreover, this research involved also some comparisons of specific and relevant issues in relation to

other (nearly similar) researches performed before by various organizations. Also, many other important

data on the SME employees’ structure are generated.

With regards to the level of education of SME employees, as an important indicator for SMEs

development, this research indicates that in Kosovo the number of employees with completed secondary

education dominates with 68.1%, whereas in 2013, according to SEECEL research, this percentage was

73.36%, which was the highest percentage of employees with completed secondary education followed

by Croatia with 70.06%, Albania with 61.43% and Turkey with 38.49%.1 Also, the percentage of male

employees in enterprises in Kosovo is evident, which is significantly higher (71%) compare to women

(29%). If we compare the gender structure of employees with the average of Western Balkan and Turkey

(based on SEECEL research of 2013, with 35% for micro-enterprises and 49% for medium enterprises),

one can note that average of women employees in Kosovo is significantly lower than that of the Western

Balkans and Turkey.2

The research identified the main areas in which enterprises have expressed the need for intervention (as

"very necessary"), that reflected in a list of highly needed training, as follows:

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1. Management training;

2. Financial management training;

3. Market analysis training;

4. Marketing training;

5. Operational/Administrative Training;

6. Project development and management training;

7. Financial management and accounting training;

8. Customer service trainings.

It is worth mentioning that the surveyed SMEs expressed relatively low interest in human resources,

information and technology, and professional technical training. Demographic structure of SME

employees is another important factor in the development and adaptation to doing business environment

change. Thus, from this research, it results that age group 25-49 comprises the largest number of

employees in Kosovo or 77.77% in micro-enterprises, and 76.40% in medium enterprises, whereas

compared to SEECEL 2013 report this percentage of the age group is roughly the same in the Western

Balkans and Turkey, or 73.2% in micro enterprises and 64.9% in medium enterprises.3

During the research we analysed also human resource management, whereby the outcome indicates that

human resources in enterprises in Kosovo are managed by the owner itself in 95% of cases and 99% in

microenterprises, while in the Western Balkans and Turkey, human resources are managed by the

enterprise owner in around 75% of micro-enterprises.4

In regards to the manner of organizing trainings, according to SEECEL 2013 research, 49% of enterprises

in Kosovo have organized training activities internally (with experts within the enterprise) while the

current report shows that the internal trainings account for 15.3% of total training activities organised.

Out of the total number of training activities, 61.3% of them were organized with experts outside the

enterprise (outsourced) (46.0% outsourced training activities with local experts, 15.3% outsourced

training activities with international experts), and according to SEECEL2013 report, this figure in Kosovo

was 26%.5

We compared requested training by surveyed Kosovo SME against SEECEL2015 report for Western

Balkan and Turkey. Here we compared SME requested training indicated in SEECEL survey against

roughly the same requested training from this research.

1SEECEL: “Training needs analysis for SMEs” – Western Balkans and Turkey’s experience (2013) p.33 2SEECEL: “Training needs analysis for SMEs” – Western Balkans and Turkey’s experience (2013) p.28 3SEECEL: “Training needs analysis for SMEs” – Western Balkans and Turkey’s experience (2013) p.32 4SEECEL: “Training needs analysis for SMEs” – Western Balkans and Turkey’s experience (2015) p.36 5SEECEL: “Training needs analysis for SMEs” – Western Balkans and Turkey’s experience (2013) p.45

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Table 1 Comparison of SME requests for training

Source: SEECEL 2015; Data from 2017 TNA research.

Note: SME training needs assessment for the above training is carried out through training needs assessment rating, declared

by enterprises where:

• 1 - means that enterprises need training "to some extent"; and

• 2 - means that enterprises need training “highly”

The table above shows the comparison of SME needs for listed trainings, whereby one can note that

training needs assessment of SMEs in the Western Balkans (including Kosovo) and Turkey is higher than

the needs highlighted by the SMEs surveyed in this research, for all types of training. The most requested

training, in both SEECEL report and in this Research, is marketing and sales, where 41% of SMEs in

SEECEL report stated that this training is “highly needed”, and 40% “to some extent”, whereas 38% of

the surveyed SMEs in this Research rated it as “highly necessary”, and 10% rated as “to some extent”.6

2. RESEARCH METHODOLOGY

The SME survey was developed through a questionnaire specifically designed for this research. The

performed survey enabled a generation of significant statistical data and opinions that in turn enabled us

to conduct assessments, development trend analyse, comparative analysis between SME sectors at

different time periods, on SMEs human resources, respectively mapping of their capacity building needs.

The questionnaire was designed to ensure general and specific information for Training Needs Analysis

(TNA) for SMEs. The questionnaire contained a total of 36 questions, with some sub-questions about the

aforementioned purpose.

The questionnaire is divided into three (3) sections:

• Part I, contains SMEs general information, including enterprise data, establishment year, sector,

activity, structure of employees by age and gender, employees education level, and SMSs are certified

with any national or international standards.

• Part II, contains information on previous trainings attended by SMEs, training forms (online or in-

person) held up to date, training impact to the performance of employees, training organization method

(experts within the enterprise, local or international experts), training funding ways, reasons for non-

attendance of trainings and obstacles encountered in the work process due to lack of appropriate training.

• Part III, contains information on future training needs. 74 types of training grouped into 3 main

categories are listed in the questionnaire:

Requested training

SEECEL 2015 Report for

Western Balkans and

Turkey, including Kosovo

2017 TNA Report -

Kosovo

1 2 1 2

Marketing and sales 40% 41% 10% 38%

Qualitative Management and Standards 39% 41% 5% 9%

Market Analysis 41% 39% 4% 12%

Strategic planning and organization 37% 39% 13% 20%

Communication and Foreign Languages 37% 35% 4% 17%

Human resource Management 40% 34% 5% 8%

Financial Management and Accounting 39% 34% 8% 12%

Information and Communication Technology 49% 32% 2% 5%

Energy efficiency 36% 31% 3% 3%

6SEECEL: “Training needs analysis for SMEs” – Western Balkans and Turkey’s experience (2015) p.38

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o Management training;

o Operational/administrative trainings; and

o Professional /technical training.

This research was conducted by direct interviews method between surveyors and respondents,

respectively with the owners or representatives of SMEs. After completing the fieldwork, the

questionnaires were processed in the SPSS application, and at the same time, we conducted a constant

check of the compliance of the surveys was carried out with the predetermined sample for the survey.

The survey involved 800 enterprises, as per predetermined sample structure, as follows:

600 micro-enterprises, enterprises employing up to 9 employees;

o 300 Manufacturing;

o 90 Service;

o 210 Trading.

150 small enterprises, enterprises employing 10-49 employees;

o 70 Manufacturing;

o 10 Service;

o 70 Trading.

50 medium enterprises, enterprises employing 50-249 employees.

o 35 Manufacturing;

o 5 Service;

o 10 Trading.

The survey was carried out throughout the entire territory of Kosovo as below:

o Prishtina Region (319 SME);

o Prizren Region (89 SME);

o Ferizaj Region (87 SME);

o Gjilan Region (83 SME);

o Peja Region (84 SME);

o Gjakova Region (62 SME) and

o Mitrovica Region (76 SME).

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3. ANALYSIS OF DATA GENERATED FROM THE SURVEY

3.1. PART I - General information on SMEs

Part one of the questionnaire contains general information on SMEs, including enterprise data, year of

establishment, sector, activity, structure of employees by age and gender, employee education level and

certification (if certified) of the enterprise with national or international standards. The data generated by

the survey is presented below.

3.1.1. The establishment period of enterprises

Based on the data generated by the survey, the classification of enterprises was based on their

establishment period, including the period before 1989, from 1990 to 1999, the period from 2000 to 2010

and the last period from 2011 to 2017. Table 2 indicates findings of the survey regarding the period of

establishment of surveyed SMEs. TABLE 2 –Enterprise establishment period

Establishm

ent period

Micro Small Medium

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Grand Total

Before

1989 21 5 15 41 6.83% 8 0 1 9 6.00% 5 0 1 6 12.00% 56 7.00%

1990-1999 37 5 20 62 10.33

% 15 2 13 30 20.00% 7 2 7 16 32.00% 108

13.50

%

2000-2010 117 31 92 240 40.00

% 32 8 38 78 52.00% 14 2 2 18 36.00% 336

42.00

%

2011-2017 125 49 83 257 42.84

% 15 0 18 33 22.00% 9 1 0 10 20.00% 300

37.50

%

Total 300 90 210 600 100.0

% 70 10 70 150 100.0% 35 5 10 50 100.0% 800

100.0

%

Source: Data from TNA research, 2017.

According to the data presented in Figure 1,

one can note that the highest percentage of

surveyed enterprises were established in the

between the period 2011-2017 or 38% of

them, around 42% of surveyed enterprises

started their activity between 2000 -2010,

while 13% between 1990-1999. The rest of

enterprises, or 7%, were established before

the 90s. From table 2, it can be noticed that

enterprises established during last6 years are

mainly of micro, those enterprises established

from 2000 to 2010 are small, and enterprises

mainly established from 1990 to 1999 are

medium.

FIGURE 1 –Enterprises establishment period

7%

13%

42%

38% Before 1989

1990-1999

2000-2010

2011-2017

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3.1.2. Age and gender structure of employees in surveyed SMEs

Table 3 and 4 indicate in detail the age and gender structure of the employees within surveyed enterprises.

This analysis is done to the total number of surveyed enterprises, as well as in the structure of enterprises

by size and sector. It is worth mentioning that from the total number of employees in the surveyed

enterprises, the gender structure is dominated by man employees with 70.6%, whereas in regards to age

structure, the age group 25-29 is dominative in women with 24.2%, and the age group 30-34 in manor

20.1%. Other analytical details can be seen in the following tables (Tables 3 and 4): TABLE 3 - Structure of man employees in surveyed SMEs

Age group

Micro Small Medium

Total Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

18 to 24 64 14 35 113 8.8% 142 4 73 219 11.2% 248 18 54 320 11.6% 652 10.8%

25 to 29 166 45 68 279 21.7% 198 14 142 354 18.1% 313 62 80 455 16.4% 1088 18.1%

30 to 34 144 34 91 269 20.9% 207 28 166 401 20.4% 423 37 80 540 19.5% 1210 20.1%

35 to 39 113 33 63 209 16.2% 231 17 122 370 18.9% 323 62 108 493 17.8% 1072 17.8%

40 to 44 87 15 37 139 10.7% 131 14 84 229 11.7% 324 29 48 401 14.5% 769 12.8%

45 to 49 68 13 37 118 9.2% 97 16 91 204 10.3% 171 47 41 259 9.3% 581 9.7%

50 to 54 54 10 36 100 7.8% 53 12 57 122 6.2% 129 30 30 189 6.8% 411 6.8%

55 to 59 24 9 16 49 3.8% 24 0 19 43 2.2% 60 8 10 78 2.8% 170 2.8%

Over 60 5 2 4 11 0.9% 12 0 7 19 1.0% 28 0 8 36 1.3% 66 1.1%

Total 725 175 387 1287 100.0% 1095 105 761 1961 100.0% 2019 293 459 2771 100.0% 6019 100.0%

Source: Data from TNA research, 2017.

TABLE 4 - Structure of women employees in surveyed SMEs

Group age

Micro Small Medium

Total Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

18 to 24 41 10 38 89 16.8% 44 12 73 129 20.6% 200 3 28 231 17.2% 449 18.0%

25 to 29 65 33 46 144 27.3% 81 19 76 176 28.1% 253 7 25 285 21.2% 605 24.2%

30 to 34 66 13 28 107 20.2% 64 7 70 141 22.4% 220 8 33 261 19.4% 509 20.3%

35 to 39 32 24 11 67 12.6% 32 6 32 70 11.2% 162 4 31 197 14.7% 334 13.4%

40 to 44 26 2 13 41 7.7% 21 8 17 46 7.3% 122 0 9 131 9.7% 218 8.7%

45 to 49 24 7 9 40 7.5% 14 2 18 34 5.4% 113 6 3 122 9.1% 196 7.8%

50 to 54 17 2 6 25 4.7% 10 0 6 16 2.6% 82 0 5 87 6.5% 128 5.1%

55 to 59 10 1 4 15 2.8% 14 0 0 14 2.2% 16 0 4 20 1.5% 49 2.0%

Over 60 years 1 0 1 2 0.4% 1 0 0 1 0.2% 9 0 1 10 0.7% 13 0.5%

Total 282 92 156 530 100.0% 281 54 292 627 100.0% 1177 28 139 1344 100.0% 2501 100.0%

Source: Data from TNA Research, 2017.

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Figure 2 illustrates the share of employees by gender, divided into different age groups, where one can

note a significantly higher number of men with 70.6% of the total number, while the number of women

employed in SMEs indicated to be around 29.4% of the total number.

FIGURE 2–SMEs employees by gender and age

3.1.3. Structure of surveyed SME employees by educational background

From the perspective of educational background level, this research reveals that surveyed SMEs employees

with secondary education account for 68.1%, followed by employees with higher education with 19.9%.

Table 5 shows the education background level by size and sector of surveyed enterprises.

TABLE 5 - Structure of employees by educational background

Education level

Micro Small Medium

Grand total

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Man

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ng

Ser

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Tra

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Tota

l

Primary Education 56 9 11 76 4.2% 123 15 77 215 8.3% 260 19 43 322 7.8% 613 7.2%

Secondary Education 712 182 340 1234 67.9% 975 95 666 1736 67.1% 2179 251 403 2833 68.9% 5803 68.1%

Higher Education 221 62 177 460 25.3% 220 36 270 526 20.3% 559 32 122 713 17.3% 1699 19.9%

Postgraduate

Education 18 14 15 47 2.6% 58 14 40 112 4.3% 197 19 30 246 6.0% 405 4.8%

Total 1007 267 543 1817 100% 1376 160 1053 2589 100% 3195 321 598 4114 100% 8520 100%

Source: Data from TNA Research, 2017.

5.27

7.10

5.97

3.92

2.56

2.30

1.50

0.58

0.15

29.35

7.65

12.77

14.20

12.58

9.03

6.82

4.82

2.00

0.77

70.65

0.00 10.00 20.00 30.00 40.00 50.00 60.00 70.00 80.00

18 to 24

25 to 29

30 to 34

35 to 39

40 to 44

45 to 49

50 to 54

55 to 59

Over 60 years

Male Female

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For the purpose of this research, the surveyed

SMEs employees’ educational background is

divided into four levels, as shown in Figure

3.

As mentioned above, the data from this

research indicate a significant dominance of

employees with secondary education,

respectively 68.1% of the total number of

employees.

FIGURE 3 - Structure of employees by educational background

7.20%

68.10%

19.90%

4.80% Primary Education

SecondaryEducation

Higher Education

PostgraduateEducation

Page | 17…

3.1.4. Certification of surveyed enterprises with national or international standards

The results from this research indicate a low percentage of quality standards applied by surveyed SMEs,

respectively certification with these standards. The vast majority of surveyed SMEs, or 95% of them, stated

that they are not certified with any standards.

Table 6, indicates the findings regarding the number of enterprises certified by national or international

standards.

TABLE 6 - Certification of surveyed SMEs with national/international standards

Certification

Micro Small Medium

Grand total

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

No 295 86 209 590 98.00% 58 10 70 138 92.00% 18 4 9 31 62.00% 759 95.00%

Yes 5 4 1 10 2.00% 12 0 0 12 8.00% 17 1 1 19 38.00 % 41 5.00%

Total 300 90 210 600 100.0% 70 10 70 150 100.0% 35 5 10 50 100.0% 800 100.0%

Source: TNA survey data, 2017.

From 800 SMEs, only 41 or 5% of

enterprises declared to have been certified

with standards, out of which 31 enterprises

have integrated ISO standard system, while

10 other enterprises have HACCAP, CE or

other standards, whereas 95% are not

certified with any standard or are underway

to be certified.

FIGURA 4 - Certification of surveyed SMEs with

national/international standards

95%

5%

No

Yes

Page | 18…

3.2. PART II – Trainings attended by the enterprises

Part two of this research contains information on previous trainings attended by SMEs, training forms

(online or in-person) held up to date, training impact to the performance of employees, training organization

method (experts within the enterprise, local or international experts), training funding ways, reasons for non-

attendance of trainings and obstacles encountered in the work process due to lack of appropriate training.

3.2.1. Human resources management at surveyed enterprises

The human resources management at surveyed enterprises presented in the table below indicates that micro-

enterprises have a more simple organizational structure and human resources are managed by their owner

itself, unlike medium-sized enterprises, which have a relatively more advanced organizational structure.

TABLE 7- Human resources management in 800 surveyed SMEs.

Responsible for human

resources

Micro Small Medium

Grand total

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Owner 299 90 205 594 99.00% 62 10 60 132 88.00% 22 3 9 34 68.00% 760 95.00%

Director (other than the

owner) 1 0 4 5 1.00% 6 0 8 14 9.30% 8 1 0 9 18.00 % 28 3.50%

HR Department 0 0 1 1 0.00% 2 0 2 4 2.70% 5 1 1 7 14.00% 12 1.50%

Total 300 90 210 600 100.0% 70 10 70 150 100.0% 35 5 10 50 100% 800 100.0%

Source: Data from TNA research, 2017

Figure 5 shows that the responsibility for

human resources management in surveyed

SMEs is dominated by owners, where in

95% of surveyed enterprises the

responsibility falls on the owner, in 3% the

director (other than the owner) is the one

responsible and only in 2% are human

resources departments. If we analyse

(disaggregate) the responsibility of human

resource management by size of the

enterprises, the responsibility at micro

enterprises is under the owner or in 99% of

the cases, the small enterprises 88%, while in

the medium enterprises there is a lower

percentage of responsibility under the owner

and a higher percentage under the directors

and departments of human resources. This

shows that larger enterprises have more

advanced managerial organizational

structures.

FIGURE 5 - Human resources management in SMEs

95%

3%

2%

Owner

Director (other thanthe owner)

HR Department

Page | 19…

3.2.2. Enterprises attended training activities in the past

The following shows the numbers of enterprises that attended training activities in the past, where out of 800 surveyed SMEs, 248 or 31% of them have attended training courses in the past. Points 3.2.2 to 3.2.9 only address the responses of 248 enterprises that stated that they have attended trainings in the past. TABLE 8 Participation of SMEs in training sessions in the past

Trainings held in the past

Micro Small Medium

Grand total

Man

ufac

turin

g

Serv

ice

Trad

ing

Tota

l

Man

ufac

turin

g

Serv

ice

Trad

ing

Tota

l

Man

ufac

turin

g

Serv

ice

Trad

ing

Tota

l

No 215 55 171 441 73.5% 42 6 46 94 62.7% 9 2 6 17 34% 552 69%

Yes 85 35 39 159 26.5% 28 4 24 56 37.3% 26 3 4 33 66% 248 31%

Total 300 90 210 600 100% 70 10 70 150 100% 35 5 10 50 100% 800 100% Source: Data from TNA research, 2017

From the survey conducted, it results that 69% of surveyed SMEs have not attended training activities in the past, while 31% of them have. Analysed further, the results show that: only 26.5% of micro enterprises and 37.3% of small enterprises attended trainings in the past, whereas medium-sized enterprises have a higher percentage of training attendance, around 66%.

FIGURE 6 - Participation of employees in previous trainings

69%

31%

No

Yes

Page | 20…

3.2.3. Types of training attended in the past by surveyed enterprises

Depending on the business activities of the enterprises, the trainings that they have attended varied. The

table below (Table 9) shows the most attended training sessions from 248 surveyed SMEs, which have stated

that their employees have undergone trainings in the past.

TABLE 9 - Types of trainings held by SME workers

10 Most attended trainings by businesses No. of businesses

1 Professional/Technical/Administrative Training 27

2 Business Management 23

3 Tailoring, fashion design 22

4 Marketing 17

5 Accounting 17

6 Sales training 16

7 Aesthetics training 16

8 Entrepreneurship 14

9 Production line 13

10 Business Plan 11 Source: Data from TNA research, 2017

Table 9 indicates that the most attended trainings by surveyed enterprises employees are

professional/technical/administrative training (27), business management training (23), tailoring and fashion

design (22), marketing (17), accounting (17), sales (16), aesthetics (16), entrepreneurship (14), production

lines (13) and business plan trainings (11). In addition to the training activities listed in Table 9, 72 surveyed

enterprises have stated that they have attended other trainings depending of their business activity, such as:

training on web design, jewellery repair, handicrafts, pharmacy, etc.

FIGURE 7 - Types of trainings attended by SMEs employees

0 5 10 15 20 25 30

Professional/Technical/Administrative Training

Business Management

Tailoring, fashion design

Marketing

Accounting

Sales training

Aesthetics training

Entrepreneurship

Production line

Business Plan

27

23

22

17

17

16

16

14

13

11

Page | 21…

3.2.4. Training impact to employees performance

Given that the purpose of employee training in the enterprise is to increase the performance of the employees

and consequently to increase the sustainability and competitiveness of the enterprises, this research has

addressed the effect of earlier trainings to employees’ performance enhancement. Findings from this

perspective are reflected in Table 10.

TABELA 10–Training impact to employees performance

How would you

rate employee

performance

enhancement due

to trainings?

Micro Small Medium

Grand total

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

High 49 15 21 85 53.46% 14 2 12 28 50.0% 13 1 4 18 54.55% 131 52.82%

Moderate 30 15 18 63 39.62% 10 2 11 23 41.1% 12 2 0 14 42.42% 100 40.32%

Low 6 3 1 10 6.29% 3 0 1 4 7.1% 1 0 0 1 3.03% 15 6.05%

Not at all 0 1 0 1 0.63% 1 0 0 1 1.8% 0 0 0 0 0.0% 2 0.81%

Total 85 34 40 159 100.0% 28 4 24 56 100% 26 3 4 33 100.0% 248 100.0%


Figure 8 shows that most enterprises, or 53%

of them, rated attended training as highly

effective, while 40% of the respondents rated

attended trainings as moderately effective.

Only 6% stated that the attended training had

low effect, and 1% rated hem as not at all

effective.

FIGURA 8 -Training impact to employees performance

53%40%

6%1%

High

Moderate

Low

Not at all

Page | 22…

3.2.5. Training organization form (in-person/online)

With regards to the past training provision or organization forms (in-person or online training), this research

shows that in-person training dominated in the past with 92.3%. More detailed results are provided in Table

11.

TALBE 11 - Training organization form

What was the form

of the training that

you attended so far?

Micro Small Medium

Grand total

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

In-person 80 31 34 145 91.20% 27 3 22 52 92.86% 25 3 4 32 97.00% 229 92.30%

Online 1 0 1 2 1.30% 1 0 0 1 1.79% 0 0 0 0 0.00% 3 1.20%

In-person and

online 4 3 5 12 7.50% 0 1 2 3 5.35% 1 0 0 1 3.00% 16 6.50%

Total 85 34 40 159 100.0% 28 4 24 56 100.0% 26 3 4 33 100.0% 248 100.0%


FIGURE 9 - Training organization form

The previous trainings attended by 248 enterprises were in-person (halls, classrooms) or online training. The

results of this research show that: 92% of enterprises have attended in-person training, 1% online training

and 7% attended combined (in-person and online) training. It is worth noting that the majority of 7% of

enterprises that attended combined (in-person and online) training, are micro enterprises.

92%

1% 7%

In-person

Online

In-person and online

Page | 23…

3.2.6. Online training impact to the performance of surveyed SMEs employees

The findings of this research indicate a very small percentage of enterprises that have attended any online

training in the past (only 1.20% of them).

The details of rating by surveyed SMEs regarding the extent of training impact to the performance of SME

employees are presented in Table 12, where should be noted that 58% of them have rated the previous

attended training as highly effective.

TABLE 12 - Online training impact to the employee performance.

How effective

was the online

training

activities?

Micro Small Medium

Grand total

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

High 3 1 6 10 71.43% 0 0 1 1 25.00% 0 0 0 0 0.00% 11 57.90%

Moderate 1 2 0 3 21.43% 0 1 2 3 75.00% 1 0 0 1 100.0% 7 36.80%

Low 1 0 0 1 7.14% 0 0 0 0 0.00% 0 0 0 0 0.00% 1 5.30%

Not at all 0 0 0 0 0.00% 0 0 0 0 0.00% 0 0 0 0 0.00% 0 0.00%

Total 5 3 6 14 100.0% 0 1 3 4 100.0% 1 0 0 1 100.0% 19 100.0%


As regards the online training effects to the

trained employees’ performance, 58% of the

surveyed enterprises rated this form of

training as highly effective in boosting their

employees’ performance, 37% of SMEs

rated training effect as moderate, while only

5% rated as low effect. No enterprise rated

the online training as not at all effective.

FIGURE 10 - Online training impact to employee performance

58%

37%

5% 0%

High

Moderate

Low

Not at all

Page | 24…

3.2.7. The way of organizing trainings

From the perspective of organizing trainings, with internal experts (within the enterprise) and/or external

experts (outsourced experts), it results that 46% of the surveyed enterprises, which have conducted training

for the staff of their enterprises, have carried out the training with experts outside the enterprise (outsourced

local experts). The comparative results in this regard are shown in detail in Table 13.

TABLE 13 - Organization of training activities

How was the training

organized?

Micro Small Medium

Grand total

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Internal - provided by the

staff of the enterprise 14 3 2 19 12.3% 6 3 1 10 16.1% 7 1 1 9 29.0% 38 15.3%

External - provided by

outsourced local experts 51 21 17 89 57.4% 10 0 9 19 30.6% 5 1 0 6 19.4% 114 46.0%

External - provided by

outsourced international

experts

8 1 13 22 14.2% 4 2 7 13 21.0% 2 1 0 3 9.7% 38 15.3%

Combined 11 8 6 25 16.1% 11 1 8 20 32.3% 10 0 3 13 41.9% 58 23.4%

Total 84 33 38 155 100% 31 6 25 62 100% 24 3 4 31 100% 248 100%


FIGURE 11 - Organization of training activities

Based on the data obtained from the research, it has been observed that 15% of enterprises have organized

internal training activities (with experts within the enterprise). The largest numbers of training attended were

external training (outsourced), with local experts, with around 46%, while 15% are external training

activities with international experts, and 24% of training activities were organized as combination of local

and international experts, within or outside the enterprise.

15%

46%

15%

24% Internal - provided by the staff of theenterprise

External - provided by outsourced localexperts

External - provided by outsourcedinternational experts

Combined

Page | 25…

3.2.8. Main funding source of training activities in the past

In terms of training financing sources, it turns out that the majority of surveyed enterprises, or 57% of them

trained their employees in the past, funded training activities from their own sources, respectively from the

enterprise budget.

Funding sources of training in the past are given in more detail in Table 14.

TABLE 14- The main funding source of training

What was the main

funding source of

training activities?

Micro Small Medium

Grand total

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Own-sources 38 16 24 78 48.40% 17 4 18 39 70.91% 21 1 4 26 81.25% 143 57.70%

Employees 9 5 4 18 11.20% 3 0 1 4 7.28% 2 0 0 2 6.25% 24 9.70%

Public institutions 17 8 4 29 18.00% 1 0 2 3 5.45% 2 0 0 2 6.25% 34 13.70%

International

organizations 21 5 7 33 20.50% 4 0 2 6 10.91% 1 0 0 1 3.12% 40 16.10%

Other 1 2 0 3 1.90% 2 0 1 3 5.45% 0 1 0 1 3.13% 7 2.80%

Total 86 36 39 161 100.0% 27 4 24 55 100.0% 26 2 4 32 100.0% 248 100.0%


Figure 12 shows that 57.7% of surveyed

enterprises used their own financial

resources to organize the necessary training

activities, while 16.1% of them ensured

funds from international organizations, from

public institutions 13.7%, from employees

9.7%, as well as from other sources (usually

from the headquarters of the enterprise)

2.8%.

Also, if viewed from financing structure

based on the size of the enterprises, there is a

similar structure with funding resources

dominating at micro and small and medium

enterprises.

FIGURE 12- The main funding source of training activities

57.70%

9.70%

13.70%

16.10%2.80%

Own-sources

Employees

Public institutions

Internationalorganizations

Other

Page | 26…

3.2.9. Assessment of training benefits against training costs

As noted above, out of a total of 248 enterprises that have trained employees in the past, 143 or 57% of

them have used their own budget for the organization of training activities. Table 15 indicates the level of

satisfaction of surveyed SMEs with the benefits of training compared to the cost of such training

organization.

TABLE 15 Assessment of training benefits against training costs by respondents

If it was funded by

own resources, what

was the cost of

training compared

against benefits?

Micro Small Medium

Grand total

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

High 1 2 3 6 7.79% 0 0 0 0 0.00% 2 0 1 3 10.70% 9 6.29%

Moderate 13 7 13 33 42.86% 12 1 14 27 71.06% 10 0 1 11 39.30% 71 49.66%

Low 15 4 3 22 28.57% 3 1 2 6 15.79% 6 1 1 8 28.60% 36 25.17%

Not at all 3 1 2 6 7.79% 0 1 1 2 5.26% 2 0 1 3 10.70% 11 7.69%

No answer 7 2 1 10 12.99% 1 1 1 3 7.89% 3 0 0 3 10.70% 16 11.19%

Total 39 16 22 77 100.0% 16 4 18 38 100.0% 23 1 4 28 100.0% 143 100.0%


As is can be noted from survey data

presented in Figure 13, the vast majority of

surveyed enterprises, around 50%, assess the

organized training as being moderately

costly in relation to the benefits received

from them, while 25% of respondents rated

as low, 8% not at all costly, 6% rated as high,

and 11% did not answer.

If viewed from size of the enterprises, one

can note a similar structure of responses to

all three types of enterprises, such as micro,

small and medium enterprises, where the

‘moderate’ response dominates, followed by

‘low’.

FIGURE 13 - Assessment of training benefits against training costs by

respondents

6%

50%25%

8%

11%

High

Moderate

Low

Not at all

No answer

Page | 27…

3.2.10. Reasons for not attending trainings in the past

Out of 800 surveyed enterprises, 552 or 69% of them stated that they did not attend any training in the past.

The reasons for not attending trainings was analysed during the research and based on the enterprises

responses it results that 42% of them did not consider training as necessary, followed by the other responses

presented in Table 16.

TABLE 16 - Reasons for not attending trainings

The reasons for not

attending previous

trainings

Micro Small Medium

Grand total

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

High cost 15 8 8 31 7.00% 4 1 3 8 8.50% 1 0 1 2 11.80% 41 7.40%

Trainings have not been

considered necessary 93 16 75 184 41.70% 17 5 20 42 44.70% 6 1 3 10 58.80% 236 42.80%

We did not know about

training opportunities 69 18 62 149 33.80% 14 0 14 28 29.80% 2 1 1 4 23.50% 181 32.80%

Training opportunities

din not fit us 27 6 14 47 10.70% 7 0 4 11 11.70% 0 0 1 1 5.90% 59 10.70%

Other 11 6 13 30 6.80% 0 0 5 5 5.30% 0 0 0 0 0.00% 35 6.30%

Total 215 54 172 441 100.0% 42 6 46 94 100.0% 9 2 6 17 100% 552 100.0%


The research found that the reason for not attending trainings for a large number of enterprises i.e. 43%

of them was that they did not consider the training as necessary, 33% stated that they did not know about

the training opportunities, 11% of them stated that opportunities offered for training did not fit them, 7%

stated that the costs were high, while 6% provided other answers.

FIGURE 14 - Reasons for not attending training activities

7%

43%

33%

11%6%

High cost

Trainings have notbeen considerednecessary

We did not knowabout trainingopportunities

Trainingopportunities dinnot fit us

Page | 28…

3.2.11. Obstacles and difficulties during the work process and the challenges of SMEs

due non-participation in training

The following analysis which was conducted for the purpose of identifying difficulties the enterprises face

due to non-participation in training showed that insufficient sales are the main challenges for SMEs.

The assessments of the surveyed enterprises in relation to this issue are listed in the Table 17.

TABLE 17 - Obstacles/difficulties during the work process and the challenges of SMEs due to the non-participation in training

What are the

obstacles/difficulties

Micro Small Medium

Total

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Poor management of the

enterprise 1 3 4 8 1.82% 0 1 1 2 2.13% 0 0 0 0 0.00% 10 1.81%

No appropriate control 8 3 7 18 4.09% 6 0 3 9 9.57% 0 0 1 1 5.56% 28 5.07%

Insufficient sales 82 18 76 176 40.00% 11 0 11 22 23.40% 3 1 1 5 27.78% 203 36.78%

Inadequate marketing 30 12 29 71 16.14% 7 1 11 19 20.22% 1 0 0 1 5.55% 91 16.49%

Output and efficiency in

production/service 16 3 2 21 4.77% 7 2 2 11 11.70% 4 0 0 4 22.22% 36 6.52%

Other 7 2 4 13 2.95% 3 0 2 5 5.32% 0 0 0 0 0.00% 18 3.26%

No answer 70 14 49 133 30.23% 8 2 16 26 27.66% 2 1 4 7 38.89% 166 30.07%

Total 214 55 171 440 100.0% 42 6 46 94 100.0% 10 2 6 18 100.0% 552 100.0%


37% of the surveyed enterprises state that the difficulties they encounter due to non-participation in training

are inadequate sales, while 16.5% of them point to the lack of adequate marketing.

Other obstacles mentioned by the surveyed SMEs were poor management of the enterprise (2%), no

adequate control (5%), output and efficiency in production or services (3%), and other (3%), while on the

other hand, 30% of SMEs have not responded to this question.

FIGURE 15 - Obstacles/difficulties during the work process and the challenges of SMEs due to the lack of participation in

training

2% 5%

37%

16%

7%

3%

30%

Poor management of the enterprise

No appropriate control

Insufficient sales

Inadequate marketing

Output and efficiency inproduction/service

Other

No answer

Page | 29…

3.3. PART III – SMEs training needs in the future

Part three of the questionnaire, consequently of this research contains information on future training

needs. 74 types of training grouped into 3 main categories are listed in the questionnaire:

o Management training;

o Operational/Administrative training; and

o Professional/Technical training.

The SME training needs assessment for the above trainings activities is carried out through three (3)

ratings (score), where:

o 0 - Implies that enterprises need no training activities;

o 1 - Implies that enterprises need training activities to some extent; and

o 2 - Implies that enterprises highly need training activities.

In the following part of this report the needs of SMEs for these trainings were analysed in detail, whereby

we mapped SMEs immediate and long-term training needs.

3.1.3. Management training needs of enterprises

In the Management training part, a total of 37 trainings considered the most important of this field were

chosen, where the same are divided into six (6) main training groups, including:

o Management Training;

o Human Resources;

o Public Procurement and Tendering;

o Financial Management;

o Market Analysis; and

o Marketing.

This part analysed the Management Training needs of surveyed SMEs, and we mapped enterprise

immediate and long-term training needs.

3.3.1.1. Management Training Needs

The category “Management Training’ included training such as: overall enterprise management, strategic

planning and organization, business plan development, managerial decision making, and the alike. Tables

18, 19 and 20 list the trainings from these fields, as well as the needs of the surveyed SMEs to attend

these trainings:

Page | 30…

TABLE 18 - Management training needs of Micro-enterprises

MANAGEMENT TRAINING

Micro

Manufacturing Service Trading Total

0 1 2 0 1 2 0 1 2 0 1 2

Strategic planning and organization 209 43 48 67 7 16 138 29 43 69.00% 13.17% 17.83%

Business plan 166 33 101 51 6 33 115 30 65 55.33% 11.50% 33.17%

Overall enterprise management 223 23 54 66 7 17 143 18 49 72.00% 8.00% 20.00%

Management decision-making 267 15 18 84 3 3 188 6 16 89.83% 4.00% 6.17%

Quality management and enterprise 267 10 23 83 3 4 188 7 15 89.67% 3.33% 7.00%

Risk management and assessment 273 12 15 85 1 4 194 9 7 92.00% 3.67% 4.33%

Business presentation and

representation 252 12 36 77 2 11 168 9 33 82.83% 3.83% 13.33%

Pursue of audit recommendations 291 5 4 86 2 2 203 3 4 96.67% 1.67% 1.67%


TABLE 19–Management training needs of Small-enterprises

MANAGEMENT TRAINING

Small


0 1 2 0 1 2 0 1 2 0 1 2


Business plan 41 7 22 6 1 3 47 9 14 62.67% 11.33% 26.00%





Business presentation and

representation 50 3 17 10 0 0 48 8 14 72.00% 7.33% 20.67%



TABLE 20–Management training needs of Medium-enterprises

MANAGEMENT TRAINING

Medium


0 1 2 0 1 2 0 1 2 0 1 2


Business plan 20 9 6 4 0 1 7 2 1 62.00% 22.00% 16.00%





Business presentation and representation 22 5 8 4 1 0 5 2 3 62.00% 16.00% 22.00%



Figure 16 shows graphically the needs of enterprises for management training, as mentioned above, the

greatest need has been indicated for business plan design training, which is rated as “high’ by 30.75% of

Page | 31…

enterprises, ‘to some extent’ by 12.3% of them, while it is considered as unnecessary by 57.13%. Another

important topic under this category is enterprise management training, which was rated as ‘high’ by

21.75% of SMEs, as ‘to some extent’ by 8.63% of enterprises and irrelevant by 69.93% of the surveyed

SMEs. Strategic planning and organization is also considered as a necessary training by the surveyed

SMEs, where 19.88% of enterprises rated it as “high’, while 13.25% stated that this training is somewhat

necessary in their enterprises. A relatively large share of respondents, or 66.88%, rated this training as

irrelevant to their activity.

FIGURE 16–Management training need

3.3.1.2. Human resources training needs

The category of human resources training covers areas such as human resources management, delegation

of responsibilities, performance monitoring and measurement, and time management. Tables 21, 22 and

23below indicate survey outcomes for training needs of SMEs in this field.

TABLE 21–Human resources training needs of Micro-enterprise

HUMAN RESOURCES

Micro


0 1 2 0 1 2 0 1 2 0 1 2

Human resources management 271 15 14 86 2 2 194 7 9 91.83% 4.00% 4.17%

Delegation of responsibilities 283 11 6 83 2 5 202 6 2 94.67% 3.17% 2.17%

Performance monitoring and

measurement 274 11 15 83 3 4 194 9 7 91.83% 3.83% 4.33%

Motivation 272 13 15 81 3 6 189 11 10 90.33% 4.50% 5.17%

Time management 264 12 24 81 3 6 188 10 12 88.83% 4.17% 7.00%


TABLE 22–Human resources training needs of Small-enterprise

HUMAN RESOURCES

Small


0 1 2 0 1 2 0 1 2 0 1 2



95.25%

79.50%

89.63%

86.75%

86.25%

69.63%

57.13%

66.88%

2.13%

5.25%

4.75%

4.63%

5.88%

8.63%

12.13%

13.25%

2.63%

15.25%

5.63%

8.63%

7.88%

21.75%

30.75%

19.88%

0.00% 20.00% 40.00% 60.00% 80.00% 100.00% 120.00%

Pursue of audit recommendations

Business presentation and representation

Risk management and assessment

Quality management and enterprise

Management decision-making

Overall enterprise management

Business plan

Strategic planning and organization

0 - Implies that enterprises need no training activities;

1 - Implies that enterprises need training activities to some extent; and

2 - Implies that enterprises highly need training activities.

Page | 32…


measurement 51 7 12 6 3 1 58 9 3 76.67% 12.67% 10.67%

Motivation 53 6 11 6 1 3 56 6 8 76.67% 8.67% 14.67%

Time management 55 4 11 7 1 2 53 7 10 76.67% 8.00% 15.33%


TABLE 23–Human resources training needs of Medium-enterprise

HUMAN RESOURCES

Medium


0 1 2 0 1 2 0 1 2 0 1 2




measurement 23 6 6 4 0 1 9 0 1 72.00% 12.00% 16.00%

Motivation 25 4 6 4 0 1 7 2 1 72.00% 12.00% 16.00%

Time management 25 4 6 4 0 1 8 1 1 74.00% 10.00% 16.00%


Based on the data in the previous tables (21, 22 and 23), the SME needs for training in the field of human

resources are graphically presented (Figure 17). The most needed training was found to be: time

management training, where 9.13% of surveyed SMEs rated this training as highly in need, 5.25% rated

as ‘to some extent’, while 85.63 % have not expressed any interest in this training. The human resources

management has attracted the interest of 8.13% of the surveyed SMEs, which considered this training as

very necessary, 5.25% considered it needed to some extent, while 86.63% of the surveyed SMEs

considered this training as unnecessary. Employee motivation training is considered as very necessary

by 7.63% of the enterprises, 5.75% stated that this training to some extent necessary, while 86.63% of

the surveyed SMEs considered it unnecessary for the enterprise. FIGURE 17– Human resources training needs of SMEs

3.3.1.3. Public procurement and tendering training needs

The category of public procurement and tendering training covers areas such as public procurement rules and

procedures, procurement plan, e-procurement, enforcement of public contracts, preparation of tender dossiers and

similar areas. Tables 24, 25 and 26below indicate survey outcomes for training needs of SMEs in this field.

86.63%

91.63%

87.75%

86.63%

85.63%

5.25%

4.00%

6.00%

5.75%

5.25%

8.13%

4.38%

6.25%

7.63%

9.13%

Human resources management

Delegation of responsibilities

Performance monitoring and measurement

Motivation

Time management




Page | 33…

TABLE 24–Public procurement and tendering training needs of Micro-enterprises

PUBLIC PROCUREMENT AND

TENDERING

Micro


0 1 2 0 1 2 0 1 2 0 1 2

National rules and procedures applied in

public procurement 265 20 15 82 5 3 182 15 13 88.17% 6.67% 5.17%

Procurement planning 264 18 18 83 3 4 181 13 16 88.00% 5.67% 6.33%

Electronic procurement 264 13 23 82 2 6 180 9 21 87.67% 4.00% 8.33%

Enforcement of public contracts 270 12 18 83 3 4 185 6 19 89.67% 3.50% 6.83%

Preparation of Terms of Reference 276 10 14 82 4 4 189 10 11 91.17% 4.00% 4.83%

Preparation of tender dossiers,

launching calls for tenders 271 12 17 82 1 7 192 8 10 90.83% 3.50% 5.67%

Tender evaluation committee/

Shortlisting panel 278 12 10 85 1 4 197 8 5 93.33% 3.50% 3.17%

Tendering procedures for

services/goods/works/grants 273 13 14 83 2 5 194 8 8 91.67% 3.83% 4.50%


TABLE 25–Public procurement and tendering training needs of Small-enterprises


TENDERING

Small


0 1 2 0 1 2 0 1 2 0 1 2







Preparation of tender dossiers,

launching calls for tenders 59 4 7 9 1 0 56 5 9 82.67% 6.67% 10.67%






TABLE 26–Public procurement and tendering training needs of Medium-enterprises


TENDERING

Medium


0 1 2 0 1 2 0 1 2 0 1 2







Page | 34…

Preparation of tender dossiers, launching

calls for tenders 28 2 5 5 0 0 8 1 1 82.00% 6.00% 12.00%






Figure 18 shows the needs of surveyed SMEs for training in the area of public procurement and tendering.

Training qualified as the most needed by this category of training is e-procurement training, which is

considered as very necessary by 9.88% of surveyed SMEs, to some extent by 5.13% of surveyed SMEs,

while 85% considered it as irrelevant to their activity.

Another training of interest for the surveyed SMEs was training on procurement planning, where 8.13%

of enterprises rated it as very necessary, 6.13% to some extent necessary and 85.75% as unnecessary.

Enforcement of public contracts has attracted the interest of 7.75% of the surveyed SMEs that rated it as

very necessary, 4.63% as to some extent necessary, while 87.63% of the respondents considered it

irrelevant.

FIGURE 18–Public procurement and tendering training need of SMEs

3.3.1.4. Financial management training needs

The training provided under this category covers areas such as financial and investment planning, cost-

benefit analysis, fund planning and flow, certification, etc. Tables 27, 28 and 29 below indicate survey

outcomes for training needs of SMEs in this field. TABLE 27–Financial management training needs of Micro-enterprises

FINANCIAL MANAGEMENT

Micro


0 1 2 0 1 2 0 1 2 0 1 2

Financial planning 285 8 7 86 2 2 198 10 2 94.83% 3.33% 1.83%

Investment planning 282 7 11 85 3 2 199 9 2 94.33% 3.17% 2.50%

Product/business cost-benefit analysis 285 5 10 86 3 1 200 5 5 95.17% 2.17% 2.67%

Fund flow 293 3 4 88 2 0 202 7 1 97.17% 2.00% 0.83%

Fund planning 287 8 5 88 1 1 205 2 3 96.67% 1.83% 1.50%

85.75%

85.75%

85.00%

87.63%

89.25%

88.75%

91.88%

90.00%

7.38%

6.13%

5.13%

4.63%

4.88%

4.25%

3.75%

4.25%

6.88%

8.13%

9.88%

7.75%

5.88%

7.00%

4.38%

5.75%

National rules and procedures applied in public procurement

Procurement planning

Electronic procurement

Enforcement of public contracts

Preparation of Terms of Reference

Preparation of tender dossiers, launching calls for tenders

Tender evaluation committee/ Shortlisting panel

Tendering procedures for services/goods/works/grants




Page | 35…

Soliciting funds from EC (European

Commission) 249 4 47 81 4 5 198 5 7 88.00% 2.17% 9.83%

Expenditure certification/verification 294 2 4 90 0 0 208 0 2 98.67% 0.33% 1.00%

Program closure 298 1 1 89 1 0 207 2 1 99.00% 0.67% 0.33%

Reallocation of funds 298 1 1 89 1 0 208 1 1 99.17% 0.50% 0.33%


TABLE 28–Financial management training needs of Small-enterprises


Small


0 1 2 0 1 2 0 1 2 0 1 2




Fund flow 66 3 1 10 0 0 65 3 2 94.00% 4.00% 2.00%

Fund planning 66 3 1 9 1 0 64 3 3 92.67% 4.67% 2.67%

Soliciting funds from (European

Commission) 49 1 20 9 1 0 60 3 7 78.67% 3.33% 18.00%


Program closure 68 1 1 10 0 0 67 1 2 96.67% 1.33% 2.00%



TABLE 29–Financial management training needs of Medium-enterprises


Medium


0 1 2 0 1 2 0 1 2 0 1 2




Fund flow 31 3 1 4 1 0 9 0 1 88.00% 8.00% 4.00%

Fund planning 31 3 1 4 1 0 9 0 1 88.00% 8.00% 4.00%

Soliciting funds from (European

Commission) 24 1 10 4 1 0 9 0 1 74.00% 4.00% 22.00%


Program closure 32 2 1 5 0 0 9 0 1 92.00% 4.00% 4.00%



The training qualified as the most necessary under this training category was training on soliciting of

funds from European Commission (EC) which is rated as “high” by 12.13% of the surveyed SMEs, ‘to

some extent’ 2.5% of them, while 85.38% of the respondents considered it as not relevant for their

activity. Investment planning has attracted the interest of 3.63% of SMEs that rated it as “high’, and

4.13% of them rated as to some extent necessary, compared to 92.25% of SMEs that considered this

Page | 36…

training as irrelevant to their enterprise. Another training of interest to SMEs is training on investment

cost-benefit analysis, where 3.38% of enterprises rated it as very necessary, 3% as somewhat necessary

and 93.63% as unnecessary.

FIGURE 19–Financial management training needs of SMEs

3.3.1.5. Market analysis training needs

Another category of training addressed in this survey is related to market analysis, including internal and

regional market analysis, access to import/export and import/export procedures. Tables 30, 31 and 32

provide details on the needs of micro, small and medium enterprises for training in this field.

TABLE 30–Market Analysis training needs of Micro-enterprise

MARKET ANALYSIS

Micro


0 1 2 0 1 2 0 1 2 0 1 2

Access to export and export procedures 248 10 42 89 1 0 202 4 4 89.83% 2.50% 7.67%

Access to import and import procedures 259 9 32 85 1 4 176 12 22 86.67% 3.67% 9.67%

Internal market analysis 258 14 28 83 2 5 174 8 28 85.83% 4.00% 10.17%

Regional market analysis 264 9 27 86 2 2 192 9 9 90.33% 3.33% 6.33%


TABLE 31–Market Analysis training needs of Small-enterprises

MARKET ANALYSIS

Small


0 1 2 0 1 2 0 1 2 0 1 2






92.50%

92.25%

93.63%

96.00%

95.38%

85.38%

96.63%

98.13%

98.00%

4.75%

4.13%

3.00%

2.75%

2.75%

2.50%

1.00%

1.00%

1.25%

2.75%

3.63%

3.38%

1.25%

1.88%

12.13%

2.3…

0.88%

0.75%

75% 80% 85% 90% 95% 100%

Reallocation of funds

Program closure

Expenditure certification/verification

Soliciting funds from (European Commission)

Fund planning

Fund flow

Product/business cost-benefit analysis

Investment planning

Financial planning




Page | 37…

TABLE 32 - Market Analysis training needs of Medium-enterprises

MARKET ANALYSIS

Medium


0 1 2 0 1 2 0 1 2 0 1 2






Figure 20 shows the needs of enterprises in the area of market analysis, where training on internal market

analysis is estimated as very necessary by 13.88% of SMEs, as ‘to some extent’ by 4.13% of them, while

82% of the surveyed enterprises stated that this training is not relevant to their activity. Training on access

to import and import procedures was rated as ‘high’ by 12.38% of SMEs, 4.25% rated as ‘to some extent’

necessary, while 83.38% considered it unnecessary. Another training of interest to SMEs is training on

export access and export procedures, estimated as very necessary by 11.75% of the surveyed enterprises,

to some extent necessary by 3.13% of them, and not necessary by 85.13% of surveyed SMEs. On the

other hand, 9.25% of the surveyed enterprises stated that training on regional market analysis is very

necessary, followed by 3.63% rated as to some extent necessary, whereas the majority of respondents

(87.13%) evaluated it as not necessary for their activity.

FIGURE 20–Market Analysis training needs of SMEs

85.13%

83.38%

82.00%

87.13%

3.13%

4.25%

4.13%

3.63%

11.75%

12.38%

13.88%

9.25%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Access to export and export procedures

Access to import and import procedures

Internal market analysis

Regional market analysis




Page | 38…

3.3.1.6. Marketing training needs

This category of training covers topics such as marketing planning, sale strategy and marketing tools.

This category was of great interest to SMEs, ranking among the most necessary training for the surveyed

SMEs.

TABLE 33– Marketing training needs of Micro-enterprises

MARKETING

Micro


0 1 2 0 1 2 0 1 2 0 1 2

Marketing planning 162 34 104 48 16 26 100 25 85 51.67% 12.50% 35.83%

Sales strategy 152 32 116 46 12 32 88 23 99 47.67% 11.17% 41.17%

Marketing tools 179 26 95 58 10 22 117 26 67 59.00% 10.33% 30.67%


TABLE 34– Marketing training needs of Small-enterprises

MARKETING

Small


0 1 2 0 1 2 0 1 2 0 1 2


Sales strategy 27 5 38 6 0 4 25 5 40 38.67% 6.67% 54.67%

Marketing tools 35 3 32 6 0 4 37 7 26 52.00% 6.67% 41.33%


TABLE 35– Marketing training needs of Medium-enterprises

MARKETING

Medium


0 1 2 0 1 2 0 1 2 0 1 2


Sales strategy 15 4 16 4 0 1 4 2 4 46.00% 12.00% 42.00%

Marketing tools 16 4 15 4 0 1 8 0 2 56.00% 8.00% 36.00%


Based on the survey data, the needs of enterprises for marketing training have also been graphically

presented. As seen in Figure 21, the sales strategy is rated as highly necessary by 43.75% of surveyed

enterprises, to some extent necessary by 10.38% of them, whereas 45.88% of the respondents considered

it as unnecessary. Also, marketing planning was highly rated by the surveyed enterprises, where 38.63%

of SMEs rated it as very necessary, 11.38% as to some extent necessary, while 50% considered it

unnecessary. Training on marketing tools has sparked interest for 33% of the SMEs, which rated it as

Page | 39…

very necessary, 9.5% of them have rated it as to some extent necessary, while 57.5% of the SMEs

considered it irrelevant to their enterprise.

FIGURE 21 – Marketing training needs of SMEs

3.3.2. Operational/ administrative training needs of enterprise

The category of operational/administrative training includes 23 training topics assessed as having the

highest importance in this area, which have been divided into five (5) main training groups, including:

o Operational/ administrative training,

o Project preparation and management,

o Finance management and accounting,

o Client services,

o Other;

The following section of this report analyses the needs of SMEs for operational/administrative training

and identifies immediate and long-term needs of SMEs for such training.

3.3.2.1. Operational/administrative training needs

Training offered under this category mainly relates to product or service development, customer

communications, cash management, office management, and similar topics. Tables 36, 37 and 38 show

the training requested in this area as well as the needs of SMEs to attend such training.

TABLE 36–Operational/administrative training needs of micro-enterprises

OPERATIONAL/ADMINISTRATIV

E TRAINING

Micro


0 1 2 0 1 2 0 1 2 0 1 2

Product/service development 245 11 44 76 4 10 184 5 21 84.17% 3.33% 12.50%

Office management 282 8 10 88 1 1 202 4 4 95.33% 2.17% 2.50%

Coordination 284 6 10 88 1 1 204 4 2 96.00% 1.83% 2.17%

Reporting 286 6 8 88 0 2 205 3 2 96.50% 1.50% 2.00%

Cash management 281 11 8 87 1 2 196 3 11 94.00% 2.50% 3.50%

Customer communications 255 12 33 82 2 6 182 5 23 86.50% 3.17% 10.33%


50.00%

45.88%

57.50%

11.38%

10.38%

9.50%

38.63%

43.75%

33.00%

0.00% 20.00% 40.00% 60.00% 80.00% 100.00% 120.00%

Marketing planning

Sales strategy

Marketing tools


1 - Implies that enterprises need training activities to some extent


Page | 40…

TABLE 37 - Operational/administrative training needs of small-enterprises


E TRAINING

Small


0 1 2 0 1 2 0 1 2 0 1 2



Coordination 59 4 7 9 0 1 63 4 3 87.33% 5.33% 7.33%

Reporting 59 5 6 9 0 1 66 3 1 89.33% 5.33% 5.33%

Cash management 56 7 7 8 0 2 62 3 5 84.00% 6.67% 9.33%



TABLE 38–Operational/administrative training needs of medium-enterprises


E TRAINING

Medium


0 1 2 0 1 2 0 1 2 0 1 2



Coordination 26 4 5 3 0 2 8 1 1 74.00% 10.00% 16.00%

Reporting 27 4 4 3 0 2 8 1 1 76.00% 10.00% 14.00%

Cash management 26 6 3 4 0 1 7 2 1 74.00% 16.00% 10.00%



Figure 22, generated from survey data, identified SMEs needs for operational/administrative training.

Training considered as most needed under this training category was product development training, which

was rated as very necessary by 14.25% of the surveyed SMEs, followed by 4.25% of enterprises rated as

to some extent necessary, whereas 81.5% of the surveyed SMEs considered it irrelevant to their activity.

Another training of interest to SMEs was training on customer communication, where 11.88% of

enterprises rated it as very necessary, 4.13% as to some extent necessary, and 84% as unnecessary. Cash

management has sparked the interest of 5% of SMEs that rated it as very necessary, followed by 4.13%

that rated it as to some extent necessary, while 90.88% of SMEs rated this training as irrelevant to their

enterprise.

Page | 41…

FIGURA 22–Operational/administrative training needs of SMEs

3.3.2.2. Project preparation and management training needs

Project preparation and management training category includes topics such as application for projects or

grants, preparation of the application form, contracting and contract enforcement, and similar topics.

Tables 39, 40 and 41 describe the expressed needs of enterprises for training in this field.

TABLE 39 – Project preparation and management training needs of Micro-enterprises

PROJECT PREPARATION AND

MANAGEMENT

Micro


0 1 2 0 1 2 0 1 2 0 1 2

Communication during project

preparation 236 34 30 70 13 7 194 13 3 83.33% 10.00% 6.67%

Use of technical assistance for

project/grant preparation 214 41 45 69 9 12 193 12 5 79.33% 10.33% 10.33%

Preparation of applications

(Application Form) 189 22 89 67 6 17 186 13 11 73.67% 6.83% 19.50%

Application for projects/grants 174 17 109 58 7 25 175 13 22 67.83% 6.17% 26.00%

Contracting 211 11 78 65 4 21 191 10 9 77.83% 4.17% 18.00%

Contract enforcement 222 16 62 65 4 21 195 9 6 80.33% 4.83% 14.83%

Understanding and implementation of

legal provisions and relevant national

rules. instructions on project

implementation

248 28 24 78 6 6 203 6 1 88.17% 6.67% 5.17%

Organization of events, meetings, etc. 254 29 17 81 6 3 203 5 2 89.67% 6.67% 3.67%

TABLE 40–Project preparation and management training needs of Small-enterprises


MANAGEMENT

Small


0 1 2 0 1 2 0 1 2 0 1 2


preparation 55 9 6 10 0 0 63 6 1 85.33% 10.00% 4.67%

81.50%

92.13%

93.00%

93.88%

90.88%

84.00%

4.25%

3.75%

3.00%

2.75%

4.13%

4.13%

14.25%

4.13%

4.00%

3.38%

5.00%

11.8…

0.00% 20.00% 40.00% 60.00% 80.00% 100.00% 120.00%

Product/service development

Office management

Coordination

Reporting

Cash management

Customer communications




Page | 42…



Preparation of applications (Application

Form) 43 7 20 8 1 1 54 8 8 70.00% 10.67% 19.33%


Contracting 48 7 15 9 0 1 60 5 5 78.00% 8.00% 14.00%





implementation

60 4 6 9 1 0 64 4 2 88.67% 6.00% 5.33%



TABLE 41- Project preparation and management training needs of Medium-enterprises


MANAGEMENT

Medium


0 1 2 0 1 2 0 1 2 0 1 2


preparation 23 9 3 4 0 1 8 1 1 70.00% 20.00% 10.00%



Preparation of applications (Application

Form) 24 5 6 4 0 1 8 0 2 72.00% 10.00% 18.00%


Contracting 24 5 6 4 0 1 9 0 1 74.00% 10.00% 16.00%





implementation

23 8 4 4 0 1 8 0 2 70.00% 16.00% 14.00%



Based on the survey outcomes, the needs of SMEs for trainings on project preparation and management

are graphically presented. As seen in Figure 23, training on application for projects or grants is rated as

very necessary by 25.88% of surveyed enterprises, followed by 7.13% of them that rated it as to some

extent necessary, while 67% of the surveyed SMEs rated it as unnecessary. Also, the training on the

preparation of applications was rated satisfactorily by the surveyed enterprises, where 19.38% of SMEs

rated it as very necessary, 7.75% as to some extent necessary, while 72.88% considered it unnecessary.

Training on contract signature attracted the interest of 17.13% of the SMEs, which rated it as very

necessary, followed by 5.25% that rated it as to some extent necessary, while 77.63% of enterprises rated

it as unnecessary.

Page | 43…

FIGURE 23–Project preparation and management training needs of SMEs

3.3.2.3. Finance management and accounting training needs

The list of training on finance and accounting includes training on topics such as managerial accounting,

financial accounting, and taxation. Tables 42, 43 and 44show the survey outcomes with regards to the

finance and accounting training needs of enterprises. TABLE 42 - Finance management and accounting training needs of Micro-enterprises

FINANCE MANAGEMENT AND

ACCOUNTING

Micro


0 1 2 0 1 2 0 1 2 0 1 2

Managerial accounting 265 19 16 83 4 3 178 18 14 87.67% 6.83% 5.50%

Financial accounting 254 18 28 80 3 7 147 24 39 80.17% 7.50% 12.33%

Taxation 246 20 34 81 3 6 151 26 33 79.67% 8.17% 12.17%


TABLE 43–Finance management and accounting training needs of Small-enterprises


ACCOUNTING

Small


0 1 2 0 1 2 0 1 2 0 1 2



Taxation 51 4 15 9 1 0 52 4 14 74.67% 6.00% 19.33%


82.88%

79.38%

72.88%

67.00%

77.63%

80.00%

87.13%

88.38%

10.63%

10.50%

7.75%

7.13%

5.25%

5.63%

7.13%

7.00%

6.50%

10.13%

19.38%

25.88%

17.13%

14.38%

5.75%

4.63%

0.00% 20.00% 40.00% 60.00% 80.00% 100.00% 120.00%

Communication during project preparation

Use of technical assistance for project/grant…

Preparation of applications (Application Form)

Application for projects/grants

Contracting

Contract enforcement

Understanding and implementation of legal…

Organization of events, meetings, etc.




Page | 44…

TABLE 44 - Finance management and accounting training needs of Medium-enterprises


ACCOUNTING

Medium


0 1 2 0 1 2 0 1 2 0 1 2



Taxation 25 4 6 4 0 1 5 1 4 68.00% 10.00% 22.00%


Regarding SMEs needs for training in accounting and finance, higher interest was shown for training in

financial accounting, where 14.5% of enterprises stated that this training is very necessary, 7.13% rated

as to some extent necessary, while 78.38% of the enterprises rated it as unnecessary. Training on taxation

was rated as very necessary by 14.13% of SMEs, 7.88% to some extent necessary, while 78% rated as

irrelevant to their activity. Regarding managerial accounting, 8.75% of surveyed enterprises rated it as

very necessary training, whereas 7.13% rated it as to some extent necessary, while most of them, or

84.13%, rated as not necessary.

FIGURE 24–Finance management and accounting training needs of SMEs

84.13%

78.38%

78.00%

7.13%

7.13%

7.88%

8.75%

14.50%

14.13%

0.00% 20.00% 40.00% 60.00% 80.00% 100.00% 120.00%

Managerial accounting

Financial accounting

Taxation




Page | 45…

3.3.2.4. Client service training needs

Client service training resulted as relatively highly rated training, by the surveyed SMEs.

TABLE 45 - Client service training needs of Micro-enterprises

CLIENT SERVICE

Micro

Production Service Commercial Total

0 1 2 0 1 2 0 1 2 0 1 2

Client communication 215 17 68 63 7 20 128 13 69 67.67% 6.17% 26.17%

Networking 252 3 45 75 6 9 170 12 28 82.83% 3.50% 13.67%

Communication and foreign languages 251 11 38 76 1 13 165 11 34 82.00% 3.83% 14.17%


TABLE 46 - Client service training needs of Small-enterprises

CLIENT SERVICE

Small


0 1 2 0 1 2 0 1 2 0 1 2


Networking 44 4 22 8 0 2 50 3 17 68.00% 4.67% 27.33%



TABLE 47 - Client service training needs of Medium-enterprises

CLIENT SERVICE

Medium


0 1 2 0 1 2 0 1 2 0 1 2


Networking 26 4 5 5 0 0 6 1 3 74.00% 10.00% 16.00%



Figure 25 presents graphically the need and willingness of SME to attend client service training activities,

where 28.63% of the enterprises rated client communication training as very necessary, whereas 5.75%

rated as to some extent necessary, and 65.63% rated it as unnecessary. Networking training is rated as

very necessary by 16.38% of SMEs, 4.13% rated it as to some extent necessary, whereas 79.5% of SMEs

rated it as unnecessary. Communication and foreign languages training is rated as very necessary by the

16.63% of SMEs, whereas 3.88% rated it as to some extent necessary, and 79.5% rated it as irrelevant

for their activities.

Page | 46…

FIGURE 25 – Client service training needs of SMEs

3.3.2.5. Communication technology, efficient use of energy and product

certification training needs

Here are included the needs for training such as computer-based electronic data transfer, use of electronic data,

quality, standards and product certification and trainings, all these training triggered no high interest among

surveyed SME-s. Table 48, 49 and 50, it has been presented the need SME to undergo these trainings.

TABLE 48 – Communication technology, efficient use of energy and product certification training needs of Micro-enterprises

INFORMATION AND

COMMUNICATION

TECHNOLOGY

Micro


0 1 2 0 1 2 0 1 2 0 1 2

Computer-based system

[electronic transfer of data] 289 5 6 86 2 2 196 3 11 95.17% 1.67% 3.17%

Efficient use of energy 284 10 6 86 3 1 206 2 2 96.00% 2.50% 1.50%

Product quality, standards and

certification 271 5 24 84 3 3 201 4 5 92.67% 2.00% 5.33%


TABLE 49 - Communication technology, efficient use of energy and product certification training needs of Small-enterprises

INFORMATION AND

COMMUNICATION

TECHNOLOGY

Small


0 1 2 0 1 2 0 1 2 0 1 2





certification 55 6 9 10 0 0 62 2 6 84.67% 5.33% 10.00%


TABLE 50 - Communication technology, efficient use of energy and product certification training needs of Medium-enterprises

65.63%

79.50%

79.50%

5.75%

4.12%

3.88%

28.63%

16.38%

16.63

84% 86% 88% 90% 92% 94% 96% 98% 100%

Client communication

Networking

Communication and foreign languages




Page | 47…

INFORMATION AND

COMMUNICATION

TECHNOLOGY

Medium


0 1 2 0 1 2 0 1 2 0 1 2





certification 26 4 5 5 0 0 9 0 1 80.00% 8.00% 12.00%


Figure 26 indicates a high interest to Product quality, standard and certification training, where 6.63% of

SMEs rated it as very necessary, 3% rated it as to some extent necessary, while 90.38% rated it as not

necessary. Computer-based system or electronic transfer of data training is rated as very necessary module

from 5.25% of SMEs, whereas 2.38% rated as to some extent necessary, while 92.38% rated as

unnecessary. Efficient use of energy is training is rated as very necessary by 2.88% of enterprises, to some

extent by 2.75%, and irrelevant by 94.38% of SMEs.

FIGURE 26 – Communication technology, efficient use of energy and product certification training needs of SMEs

3.3.3. Technical and/or professional training needs of SMEs

This group of training activities included specific and technical training modules related to industries,

respectively particular sectors or operations of SMEs, be that in the field of manufacturing, services or

trading. It is worth of mentioning that the comparison of responses of enterprises on such training needs

against overall number of surveyed enterprises, it may not be so relevant due to the fact that the needs for

such training modules may not be relevant to enterprises depending on their operation.

Tables 51, 52 and 53 lists the technical/professional trainings and the need of enterprises to benefit from

these trainings.

TABLE 51 - Technical/professional training needs of Micro-enterprises

PROFESSIONAL AND/OR

ADMINISTRATIVE TRAININGS

Micro


0 1 2 0 1 2 0 1 2 0 1 2

Construction technician 297 1 2 85 2 3 206 2 2 98.00% 0.83% 1.17%

Electrician technician 297 1 2 88 0 2 200 1 9 97.50% 0.33% 2.17%

Electrical installations repair 299 0 1 90 0 0 196 2 12 97.50% 0.33% 2.17%

92.38%

94.38%

90.38%

2.38%

2.75%

3.00%

5.25%

2.88%

6.63%

Computer-based system [electronic transfer of data]

Efficient use of energy

Product quality, standards and certification




Page | 48…

Plumbing technician 296 0 4 90 0 0 202 1 7 98.00% 0.17% 1.83%

Interior technician 280 3 17 88 1 1 202 1 7 95.00% 0.83% 4.17%

Machinery technician 283 3 14 86 0 4 201 1 8 95.00% 0.67% 4.33%

Auto-mechanic and use of digital

technology 288 1 11 84 0 6 199 1 10 95.17% 0.33% 4.50%

Carpenter 253 2 45 89 0 1 200 3 7 90.33% 0.83% 8.83%

Graphic design 259 4 37 87 1 2 205 1 4 91.83% 1.00% 7.17%

Tailoring and fashion design 244 1 55 88 0 2 199 1 10 88.50% 0.33% 11.17%

IT and web/application developer 289 0 11 85 2 3 204 2 4 96.33% 0.67% 3.00%

Welder 289 1 10 86 0 4 206 2 2 96.83% 0.50% 2.67%

Aesthetics 296 0 4 66 1 23 204 2 4 94.33% 0.50% 5.17%

Cook and gastronomy 269 2 29 76 0 14 207 2 1 92.00% 0.67% 7.33%


TABLE 52- Technical/professional training needs of Small-enterprises

PROFESSIONAL AND/OR

ADMINISTRATIVE TRAINING

Small


0 1 2 0 1 2 0 1 2 0 1 2








technology 59 1 10 10 0 0 68 0 2 91.33% 0.67% 8.00%

Carpenter 52 2 16 10 0 0 68 0 2 86.67% 1.33% 12.00%

Graphic design 59 4 7 9 1 0 64 0 6 88.00% 3.33% 8.67%



Welder 68 0 2 10 0 0 70 0 0 98.67% 0.00% 1.33%

Aesthetics 69 0 1 9 0 1 69 0 1 98.00% 0.00% 2.00%



TABLE 53 - Technical/professional training needs of Medium-enterprises

PROFESSIONAL AND/OR

ADMINISTRATIVE TRAININGS

Medium


0 1 2 0 1 2 0 1 2 0 1 2






Page | 49…



technology 34 1 0 5 0 0 9 1 0 96.00% 4.00% 0.00%

Carpenter 29 1 5 5 0 0 10 0 0 88.00% 2.00% 10.00%

Graphic design 28 1 6 5 0 0 10 0 0 86.00% 2.00% 12.00%



Welder 34 1 0 5 0 0 10 0 0 98.00% 2.00% 0.00%

Aesthetics 33 1 1 5 0 0 10 0 0 96.00% 2.00% 2.00%



Upon analysing of professional and/or technical training needs of SMEs, one can note a high interest for

training activities for carpentry, where 9.5% of enterprises rated this training as very necessary, and 1%

rated it as to some extent necessary, while 89.5% of enterprises rate it as unnecessary. Tailoring and

fashion design training is rated as very necessary by 9.25% of SMEs, 0.5% rated as to some extent, while

90.25% of SMEs rated it as irrelevant for their activities. On the hand 7.75% of surveyed enterprises

rated graphic design training as very necessary, a share of 1.5% rated as to some extent necessary, while

majority or 90.75% of surveyed SMEs rated as unnecessary. Another training with interest of SMEs

Cook and gastronomy training, whereby 6% of surveyed enterprises rated it as very necessary, 0.75% to

some extent necessary, and 93.25% of surveyed SME as unnecessary.

FIGURE 27 –Administrative and/or professional training needs of SMEs

96.75%

95.88%

97.13%

97.75%

94.25%

93.50%

94.50%

89.50%

90.75%

90.25%

96.63%

97.25%

95.13%

93.25%

1.00%

0.75%

0.63%

0.38%

1.00%

1.13%

0.63%

1.00%

1.50%

0.50%

0.88%

0.50%

0.50%

0.75%

2.25%

3.38%

2.25%

1.88%

4.75%

5.38%

4.88%

9.50%

7.75%

9.25%

2.50%

2.25%

4.38%

6.00%

C O N S T R U C T I O N T E C H N I C I A N

E L E C T R I C I A N T E C H N I C I A N

E L E C T R I C A L I N S T A L L A T I O N S R E P A I R

P L U M B I N G T E C H N I C I A N

I N T E R I O R T E C H N I C I A N

M A C H I N E R Y T E C H N I C I A N

A U T O - M E C H A N I C A N D U S E O F D I G I T A L T E C H N O L O G Y

C A R P E N T E R

G R A P H I C D E S I G N

T A I L O R I N G A N D F A S H I O N D E S I G N

I T A N D W E B / A P P L I C A T I O N D E V E L O P E R

W E L D E R

A E S T H E T I C S

C O O K A N D G A S T R O N O M Y




Page | 50…

3.3.4. Readiness of surveyed enterprises for online trainings

Another important point of this research is the readiness and opportunities of enterprises to use online

training, which resulted in high readiness of surveyed enterprises, or 62.9% of them are declared for this

form of organising of training activities.

TABLE 54 - Readiness of surveyed enterprises for online trainings

Are you ready for online

training?

Micro Small Medium

Readiness for

training

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Man

ufa

cturi

ng

Ser

vic

e

Tra

din

g

Tota

l

Ready 188 55 128 62% 49 4 42 63% 26 2 9 74% 503 62.9%

Not ready 112 35 82 38% 21 6 28 37% 9 3 1 26% 297 37.1%

Total 300 90 210 100% 70 10 70 100% 35 5 10 100% 800 100.0%


The generated data from 800 surveyed SMEs on

their readiness to use online training, indicates

that the majority of SMEs expressed their

interest for online training (62.9%). More ready

to benefit from this form of training are larger

enterprises, while 37.1% that declared to not

prefer the online training and most of them are

micro and small enterprises.

FIGURE 28 - Readiness of surveyed enterprises for

online training

63%

37%Ready

Not ready

Page | 51…

4. SUMMARY

The extracted data through this research lead to a highly qualified assessment on the current situation,

by translating the training needs into an indicator for absence of capacities of human resources at SMEs.

The analysed outcomes, from the research data show main areas in which enterprises have expressed

their priority needs for intervention, or rated as very necessary and that has reflected with a list of most

required/necessary training, (the specific training activities rated over 10% as very necessary are taken

as benchmark) as follows:

1. Managerial trainings;

1.1. Business plan – 30.75%

1.2. The general managing of the enterprise – 21.75%

1.3. Strategic planning and organization – 19.88%

2. Financial management training;

2.1. Soliciting funds from EC – 12.13%

3. Market analysis training;

3.1. Internal market analysis– 13.88 %

3.2. Access to import and import procedures – 12.38%

3.3. Access to export and export procedures – 11.75%

4. Marketing training;

4.1. Sales strategy – 43.75 %

4.2. Marketing plan – 38.63%

4.3. Marketing tools – 33.00%

5. Operative/ administrative trainings;

5.1. Products/services design – 14.25 %

5.2. Consumer Communication– 11.88%

6. Project preparation and management training;

6.1. Application for projects/grants – 25.88%

6.2. Compiling of applications (Application forms) – 19.38%

6.3. Signing of contract – 17.13%

6.4. Contract enforcement – 14.38%

6.5. Project preparation technical assistance use– 10.13%

7. Financial management and accounting training;

7.1. Financial accounting – 14.50%

7.2. Taxes and levies – 14.13%

8. Client service training;

8.1. Client Communication – 28.63%

8.2. Communication and foreign languages – 16.63%

8.3. Networking – 16.38%

Page | 52…

It is worth of emphasizing that training on human resources, information and technology and the

professional technical training activities, the expressed interest by the surveyed SME, was under 10%.

Based on the extracted outcomes of this Research, it is reflected that the training rated as very necessary

are listed as in table 55.

TABLE 55 - Recommended training activities

No. Training Request percentage

1 Sales strategy 43.75%

2 Marketing planning 38.63%

3 Marketing tools 33.00%

4 Business plan 30.75%

5 Communication with clients 28.63%

6 Application for projects/grants 25.88%

7 Enterprise overall management 21.75%

8 Strategic planning and organization 19.88%

9 Compiling of applications (Application forms) 19.38%

10 Contracting 17.13%

11 Communication in foreign languages 16.63%

12 Networking 16.38%

13 Financial accounting 14.50%

14 Contract enforcement 14.38%

15 Products/services design 14.25%

16 Tax and levies 14.13%

17 Internal market analysis 13.88%

18 Access to import and import procedures 12.38%

19 Soliciting funds from EC 12.13%

20 Access to export and export procedures 11.75%

21 Project preparation technical assistance use 10.13% Source: Data from TNA research, 2017

The general conclusion of this Research considers that the above table listed trainings are of very high

importance for SMEs, therefore it is important to provide training activities in the fields above.

Page | 53…

5. ANNEX 1 – QUESTIONNAIRE

Republika e Kosovës

RepublikaKosova-Republic of Kosovo

Qeveria –Vlada-Government

Ministria e Tregtisë dhe Industrisë- Ministarstvo Trgovine i Industrije- Ministry of Trade and Industry

Agjencia për Investime dhe Përkrahjen e Ndërmarrjeve në Kosovë (KIESA)

Agencija za Investicije i Podršku Preduzeča na Kosovu (KIESA)

Kosovo Investment and Enterprise Support Agency (KIESA)

Questionnaire for SMEs Training Needs Analysis

The objective behind developing this questionnaire is assessment of gaps between knowledge, skills and current position of

employees in SMEs, also mapping of knowledge, skills and position that they require in fulfilling the objectives of the

enterprise in the future.

The given information in this questionnaire will be treated with confidentiality and only for the purposes of this

project, which will serve to MTI and KIESA.

PART I: GENERAL INFORMATIONS

Name of the enterprise:

Address of the enterprise:

Municipality:

Phone number:

E-mail:

Web address:

Name and surname of the respondent:

Your position at the enterprise:

1. Year of establishment of the enterprise

2. In which sector does your enterprise operates?

Manufacturing Service Trading

3. Please specify the primary activity in your enterprise?

(specify)

4. Structure of employees by age and gender in your enterprise?

Age Male Female

From 18 until 24

From 25 until 29

From 30 until 34

From 35 until 39

From 40 until 44

From 45 until 49

From 50 until 54

From 55 until 59

Over 60 years

Total :

5. Please specify your employees education background:

Number of employees with primary education

Number of employees with secondary education

Number of employees with higher education

Page | 54…

Number of employees with postgraduate education

6. Is your enterprise certified with national or international certification, if yes, which standard?

(specify)

PART II: INFORMATIONS ABOUT THE PREVIOUS TRAININGS

7. Who is responsible for Human Resources-HR at your enterprise?

Owner Director (other than the owner) Department of HR

8. Have your employees attended any training until now, related to the work they perform?

Yes No (go to question 16)

9. What training your employees attended?

(specify)

10. To what extent the training enhanced your employees’ performance?

High Moderate Low Not at all

11. What was the form of training attended so far? (multiple answer can be chosen)

In-person Online

12. How effective were the online training?

High Moderate Low Not at all

13. How were trainings organized??

Internal – provided by the staff of the enterprise

External – provided outside the enterprise by local experts(outsourced)

External – provided outside the enterprise by international experts

Combined – As needed

14. Which was the main source of funding for trainings?

Self-financing Employees Public institutions

International organizations Other

)

(specify)

15. If self-financed, how costly it was in comparison to benefits?

High Moderate To some extent Not at all

16. If you did not hold trainings, what were the reasons?

High cost

Trainings are not considered necessary

We did not know about training opportunities

Training opportunities din not fit us

Other

Page | 55…

(specify)

17. What are the obstacles/difficulties in the work process and the challenges your enterprise faces from

lack of participation in trainings? (more than one option can be chosen)

Enterprise poor management

Lack of adequate control

Insufficient sales

Inadequate marketing

Output and efficiency in production/services

Other

(specify)

PART III: TRAINING NEEDS IN THE FUTURE

Please select which of the above-listed trainings you want to participate in and which ones are relevant to your

job functions.

The assessment is as follows:

0 means you do not need training

1 means that you will welcome the provided training

2 means that you will strongly support/attend provided trainings

Scoring

0 1 2

18. MANAGERIAL TRAINING

18.1 Strategic planning and organization

18.2 Business Plan

18.3 Overall enterprise management

18.4 Managerial decision-making

18.5 Quality management and standards

18.6 Management and risk assessment

18.7 Presentation and business representation

18.8 Pursue of auditor recommendations

19. Human resources

19.1 Human resources management

19.2 Delegation of responsibilities

19.3 Performance control and measurement

19.4 Motivation

19.5 Time Management

20. Public procurement and tendering

20.1 National rules and procedures applied in public procurement

20.2 Procurement plan

20.3 Electronic procurement

20.4 Public contract enforcement

20.5 Preparation of terms of reference

Page | 56…

20.6 Preparation of tender dossier, launch of tenders/calls for proposals

20.7 Tender Evaluation Commission/Short-listing Panel

20.8 Tender procedures for services/supplies/works/grants

21. Financial Management

21.1 Financial planning

21.2 Investment planning

21.3 Cost/benefit analysis of product/business

21.4 Fund flows

21.5 Fund planning

21.6 Soliciting funds from the EC (European Commission)

21.7 Certification/Verification of expenditures

21.8 Program closing

21.9 Reallocation of funds

22. Market Analysis

22.1 Access to export and export procedures

22.2 Access to import and import procedures

22.3 Internal Market Analysis

22.4 Regional Market Analysis

23. Marketing

23.1 Marketing planning

23.2 Sales strategy

23.3 Marketing tools

24. Other (specify)

______________________________________________________________________________

25. OPERATIONAL/ADMINISTRATIVE TRAINING

25.1 Product/service design

25.2 Office Management

25.3 Coordination

25.4 Reporting

25.5 Cash management

25.6 Stakeholders Communication

26. Project Preparation and Management

26.1 Communication during project preparation

26.2 Project/grant preparation technical assistance use

26.3 Compiling of application (Application Form)

26.4 Application for projects/grants

26.5 Signing the contract

26.6 Contract enforcement

26.7 Understanding and Implementing legal provisions and relevant national

rules/Implementation Guidelines (project Implementation)

Page | 57…

26.8 Organizing events, meetings, etc.

27. Finance management and accounting

27.1 Managerial accounting

27.2 Financial Accounting

27.3 Tax and levies

28. Customer service

28.1 Client Communication

28.2 Networking

28.3 Communication and foreign languages

29. Information and Communication Technology

29.1 Computer-based system [electronic transfer of data]

30. Efficient use of energy

31. Product quality, standard, and certification 32. Other (specify) ______________________________________________________________________________

33. PROFESSIONAL AND/OR TECHNICAL TRAINING

33.1 Construction technician 33.2 Electricity technician 33.3 Repair of electrical installations 33.4 Plumbing technician 33.5 Interior technician 33.6 Machinery technician 33.7 Auto mechanics and use of digital technology 33.8 Carpentry 33.9 Graphic design 33.10 Tailoring and fashion design 33.11 IT and web/application developer 33.12 Welder 33.13 Aesthetics 33.14 Chef and gastronomy 34. Other (specify) ______________________________________________________________________________

35. Are you willing to attend online training?

Yes No 36. If you have any remarks or additional comments, please write in the box below?

Page | 58…

Name of the Surveyor:

Telephone No./ E-mail:

Date:

Signature:

Thank you for the time you spent completing this questionnaire!

This page is intentionally left blank

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https://kiesa.rks-gov.net/

Documents

KOSOVO MSME’S TRAINING NEEDS ANALYSIS · opportunities for Kosovo SMEs, facing such challenges, are hampered both in the domestic market and in access to exports. On the other hand,