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Learning Objectives

• Understand the relationship between training and the organization

• Appreciate the three main training and development perspectives

• Understand what are and what are not training needs

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Learning Objectives

• Detail the benefits and difficulties with training needs analysis

• Perform a training needs analysis

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Training & The Organization

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What is Training?

Training refers to the acquisition of knowledge, skills and abilities

required to perform effectively in any given role

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Knowledge, Skills & Abilities

• Knowledge is information specific and particular to a subject, enabling a person to understand a subject to an acceptable level

• Skill is a developed aptitude or ability in a particular intellectual or physical area

• Attitude is an internal state which affects one’s choice of action towards some objects, persons or events

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Training & Development Perspectives

FragmentedFragmented

FormalizedFormalized

FocusedFocused

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The Fragmented Approach

• Training is not linked to organizational goals• Training is perceived as a luxury• Non systematic approach to training• Training is directive and delivered by trainers• Training occurs with the training department• Knowledge-based courses• Focus on training not development

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The Formalized Approach

• Training is directly linked to human resource needs

• Systematic developmental training linked to appraisals

• Knowledge based courses broadened to skill based

• Line manager involvement in the development of the course content

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The Formalized Approach

• Training still performed by trainers but the range of skills required increases

• Pre- and post - course activities increase

• Training linked to individual needs

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The Focused Approach

• Training and continuous development by employees is now perceived as essential for organizational survival and an integral part of organizational strategy

• Training becomes a source of competitive advantage

• On-the-job development• Self selection for specialized training courses

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The Focused Approach

• Training non-directive with the exception of knowledge based training courses

• New forms of training delivery explored, such as open courses and e-learning

• Measurement of learning becomes critical to the organization

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The Training Cycle

IDENTIFYIDENTIFY

DEVELOPDEVELOPEVALUATEEVALUATE

IMPLEMENTIMPLEMENT

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The Training Cycle

• IDENTIFY– Identify issues affecting the business

performance Caution: Not all those identified can be resolved via training

• DEVELOP– Prioritise those identified and develop

training objectives

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The Training Cycle

• IMPLEMENT– Employ training solution

• EVALUATE– Compare employee/team performance

before and after training

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Training Needs Analysis

The systematic process of determining and ordering training goals, measuring

training needs and deciding on priorities for training action

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Training Need

• The difference between the actual and required human performance in some specific areas of operations, where improved training is the most economical way of eliminating the difference

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Not Everything is a Training Need!

Business Need

Training Need

Work Environment Need

Performance Need

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Benefits of Training Needs Analysis

• Organizational Focus on Performance • Identifies Routes to Closing Organizational

Performance-Gaps• Through Involvement Builds Internal

Commitment To Achieving Organizational Targets

• Separates Non-Training Needs - ‘Training Not the Only Solution’

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Difficulties with Training Needs Analysis

• Time-Consuming• Generates High Expectations• Requires Top-Level Support &

Understanding• May Isolate Certain Categories of Staff

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Performing A Training Need Analysis

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Performing a Training Need Analysis

• Step 1– SWOT Analysis of Business Performance Areas

• Step 2– Organisational Performance-Gap Analysis

• Step 3– Employee/Team Performance-Gap Analysis

• Step 4– Prioritise Your Training Needs

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Business Performance Areas

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Business Performance Areas - Examples

OperationsOperations

Sales &

Marketing

Sales &

Marketing

Human Resource

Management

Human Resource

Management

FinanceFinance

AdministrationAdministration

ManagementManagement

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S W O T Analysis

Strengths

Threats

Weaknesses

Opportunities

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Strengths

• Analysis of– What are the strengths available?

– Are they being utilized fully to deliver benefit to the business?

– Can the strengths be used as a resource bank to build further competencies upon?

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Opportunities

• Analysis of– What new opportunities will be opened through the

implementation of training?

– What current opportunities can be further exploited through the skills gained by training?

– Is training enough to take advantage of the opportunities?

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Weaknesses

• Analysis of:– Defining the weaknesses that are apparent in the

organization

– What will happen if the weaknesses are not addressed?

– What will happen if the weaknesses are addressed?

– Can the weaknesses be rectified through training?

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Threats

• Analysis of– Defining the real threats

– Outlining how training will allow the threats to be minimized or eliminated

– Asking if training will in fact have any impact on the threats

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Organizational Performance Gaps - Data

• Corporate Objectives• Organizational Statistics• Growth Strategies• Manpower Requirements• Skills Inventories• Organizational Benchmarks• Management Requests

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Internal Factors

Organizational Culture

Organizational Culture

Organizational Change

Organizational Change

OrganizationalConstraints

OrganizationalConstraints

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Organizational Constraints

• Staffing• Time• Technology• Business Strategies• Communications• Resources Requirements

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Organizational Culture

• Attitudes• Motivation• Management Style

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Organizational Change

Where Are

We Now?

Where Are

We Now?

Where Are We Going?

Where Are We Going?

How Are We Going

To Get There?

How Are We Going

To Get There?

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External Factors

• Economic Climate• Legislation• Availability of Qualified Staff