Training Need

7/28/2019 Training Need

1/6

TRAINING NEED ANALYSIS

Employees are the greatest asset which assists in achieving businessobjectives. To get best from employees it is essential that they be providedwith appropriate training on all aspects of their work. Training is anexcellent way for employees to learn new skills and knowledge and toreinforce good work practices. This can result in a change in workplace

behaviour.

The effectiveness of the training heavily dependent upon effectiveness of process used to identifying training needs. Most organizations formalizetraining process by providing a budget and resources for training but thiswill not ensure the investment is a good one. To ensure the best possible

returns for the organization, training and development activities like anyinvestment have to be targeted, planned and managed. First and foremost,the training and development required for the organization to achieve itsobjectives must be properly identified and prioritized. This is the objectiveof training need analysis in an organisaion.

Training need analysis is the first step on the path to effective training.Training need analysis means measuring the gap between skills availableand skills required for employees and making recommendations to bridgethe gap. When need analysis is done, it is possible to focus attention on thetarget and identify the means for getting there. The Need analysis processalso involves others and helps them to understand the issues which arefacing.There are five essential reasons for doing need analysis:

The business world is changing rapidly and organizations require keeping pace with this change.

As result everyone is being asked to stretch to do more the ever and to do itfaster.

To ensure solution addresses the issue.

To effectively focus resources, time and effort toward a targeted trainingsolution.


2/6

To eliminate the necessity of having to look for another job.Sources of Training Needs:

To carry out training needs for organization requires need information thatcan be evaluated against the factors. Sources of training need are requiringthat relate needs to business. The information must relate to the level atwhich analysis is to be done: organization, occupation or employee. Suitablesource for training need analysis is mission and values, business plan,succession plan, competency framework, views and and observations abouthow we do things, performance appraisal records, evidence of competencefor individuals, development opportunities, action points that highlight needsquestionnaires, job descriptions, performance targets, observation of employee at work, interviews with managers, staff, subordinates, internaland external customers .


3/6


4/6

will have document identifying major training issues to be addressed andrecommendations for addressing them.

Sharing results:

Sharing the results with others and developing the recommendations for action can be a heady experience. In this stage of need analysis organizationwill see the result of strategy. The momentum which is created by the resultscarries organization for action planning.

Action plan:

The last action in the need analysis process is to translate therecommendations in to plan of action. List of activities will be used in themapping the training approach. In this step we are simply creating adescription of the specific training required to improve the situation. Theaction plan assures that organization will keep moving forward. It assignsresponsibility for the training to specific individuals and gives them atimeline for completing the identified actions.

To eliminate the necessity of having to look for another job.Sources of Training Needs:

To carry out training needs for organization requires need information that

can be evaluated against the factors. Sources of training need are requiringthat relate needs to business. The information must relate to the level atwhich analysis is to be done: organization, occupation or employee. Suitablesource for training need analysis is mission and values, business plan,succession plan, competency framework, views and and observations abouthow we do things, performance appraisal records, evidence of competencefor individuals, development opportunities, action points that highlight needsquestionnaires, job descriptions, performance targets, observation of employee at work, interviews with managers, staff, subordinates, internaland external customers.

.


5/6

TRAINING FEEDBACK

Send the right message - to the right people - at the right time.

If you manage projects, then you will know that to succeed, you need tocommunicate clearly with all of your project stakeholders. Otherwise your staff will lack clear direction, team morale will be low and your project may deliverover schedule and exceed its budget.

To make sure that your projects communicate effectively, we have describedhere...

How to Create a Communications PlanUsing the latest Communications Plan template released today, we havedescribed how to create a bullet-proof Communications Plan for projects. Wehave provided a snapshot of this template here by listing the 10 steps you needto take to create a Communications Plan for your project.

Step 1: Situation Analysis The first step to take when creating a Communications Plan is to perform aSituation Analysis . This is a fancy term for researching your existingcommunications environment.

Review the performance of all communications within your project and identifythe Strengths, Weaknesses, Opportunities and Threats.

Then identify any lessons learned from past communications exercises, so thatthe same mistakes made in the past are not repeated here.

Step 2: Communications ObjectivesGreat. So you know what your communications strengths are and where youneed to improve. You are now ready to set out your communications objectives.

List the top three objectives that you want to achieve from your projectcommunications. For instance, you might want to inform stakeholders of theproject progress, boost management buy-in or improve your team productivity.

Step 3: Communications Guidelines Then set out your communications guidelines for controlling communicationswithin your project. For example, you may decide that:

All messages will be distributed through pre-definedchannels

All critical communications will be pre-approved bymanagement
http://www.method123.com/communication-plan.phphttp://www.method123.com/communication-plan.php


6/6

All communications will be tailored, based onstakeholder needs

Step 4: Target AudienceNow define exactly who it is that your team will formally communicate with.Remember, formal communications are a method for controlling the messagessent out by your team. They promote a single consistent view of your project to aspecified audience so that "everyone has the same version of the truth".

Step 5: Stakeholder NeedsEach target audience group will have their own needs. These stakeholders willrequire information that is specific to their role in the project. For instance, aProject Sponsor will need to be informed of high priority risks and issues,whereas a Quality Reviewer might need to be notified of the current status of project deliverables.

Step 6: Key Messages

Then list the key messages that need to be sent to each Stakeholder. Keymessages may include project status, project issues, project risks, projectdeliverables or project resources. The next step is to define how you will delivereach message to them, through a delivery channel.

Step 7: Delivery Channels There are a huge variety of ways in which you can deliver your key messages tostakeholders (e.g. emails, newsletters, meetings, conferences). For eachstakeholder, identify the channel that you will use to deliver your key messages.

Step 8: Communications ScheduleNow you are ready to create the schedule of communications events, activitiesand actions that are required to deliver the right messages to the right people atthe right time throughout the project. Create a detailed schedule of events andfor each item listed, specify the timeframes for completion and anydependencies on other events in the schedule.

Step 9: Communications EventsFor each event listed in your schedule, describe it in depth. Make sure that youdefine the purpose of the event, how it will take place and when it should occur.

Step 10: Communications MatrixAnd finally, once you have listed the events and described them in detail, youneed to identify who will manage them and who will review their effectiveness.Create a Communications Matrix which lists for each event who is accountable

for the event, who will take part and who will review its success.

Documents

Training Need