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Training Need Identification

AGENDA ..
1. AN INTRODUCTION TO TRAINING NEED IDENTIFICATION. 2. NEED FOR TRAINING NEED IDENTIFICATION. 3.DEPARTMENT NEED IDENTIFICATION 4.ORGANISATION NEED IDENTIFICATION 5. TRAINING BASED ON PERFORMANCE,COMPETENCY AND SKILL

DEFINITION
Training Needs Identification (TNI) is defined as the Identification of training requirements

and the most cost effective means of meeting those requirements.


A TNI should always be performed where a

major new development in policy, equipment acquisition or procedures is


deemed to have potential impact upon the current training regime.

IS THERE A DEFICIENCY RELATING TO PERFORMANCE..???


PERFORMANCE ANALYSIS CRITICAL INCIDENT ANALYSIS

TASK ANALYSIS

TARGET POPULATION ANALYSIS

TASK OUTCOME ANALYSIS

TRAINING NEED IDENTIFICATION-AN OVERVIEW


While it is well understood that training

is important for organisations,it is also true that the training interventions should not be carried out for the sake of training or just to meet the target of certain man-days of training per employees..

TNI : AN OVERVIEW
PURPOSE OUTCOMES 1. FOCUSED AND WELL DIRECTED TRAINING PROGRAMS. COST EFFECTIVE IMPLEMENTATION BETTER DESIGN OF THE TRAINING PROGRAM INCREASED PARTICIPATION AND ACCEPTANCE.

1.
2. 3. 4.

WHO IS TO BE TRAINED?
IN WHAT AREAS THEY ARE TO BE TRAINED? BY WHOM ARE THEY TO BE TRAINED? HOW ARE THEY TO BE TRAINED?

2. 3. 4.

IMPORTANCE OF TRAINING NEED IDENTIFICATION


Support organizational goals. Input to training budget and plan Determine whether to introduce ,continue or discontinue training program Increase the efficiency and effectiveness of training department.

TYPES OF TRAINING NEEDS


ORGANISATIONAL NEEDS

DEPARTMENTAL NEEDS

INDIVIDUAL NEEDS

Case study on organizational training need identification


One of the largest engineering and construction companies
Training theme every year 1. New training theme every year based on identification of training needs at an organization level and has a linkage with the business plan. 2. Post this, the top management provides its input on the competencies that need to be developed throughout the organization. Couple of examples on themes have been EVA and coaching. 3. A large section of the organization participates in such training programs.

Case study on Department training need identification


One of the largest companies in automobile sectors.. 1. Each head at the divisional level has training needs identified for his division. 2. The division is allocated a particular budget based on the identified training needs and training plans. 3. The company carries out large scale interventions based on these needs.

Case study on individual training need identification.


One of the largest banks 1. Senior management participates in DCs to identify training needs. 2. The DCs are conducted within a short period post promotion of the incumbents in order to identify strengths and areas of development vis--vis the new role. 3. Training needs are identified and customized Individual development plans are charted based on the above as well as based on inputs from the performance appraisal process.

PERFORMANCE BASED TRAINING

What is Performance?
It comprises the actual output or results of any individual or organization as measured against its intended outputs (goals or objectives) set.

A reflection of achievements relative to the resources used by the organization.

Is Your Training Truly Performance Based?


1. Does Training provide clearly stated

performance objectives.

Each module of instruction should have a

performance objective that states clearly what


the learner should be able to do and how well

he should be able to do it.

Contd
2. Is Training derived directly from the job
Its common sense, but not common practice, that training should be derived from job performance requirements. Before design or development begins, you must first determine (for each job task) precisely what it is you want the learner to be able to do.

3. Does Training meet the specific needs and characteristics of the learners
Training should consider the background, education, preferences, and other general characteristics of the learners.

Contd
4. Does Training provides practice and immediate feedback on every skill
At its core, performance-based training is focused on providing learners with practice and immediate feedback on all the skills required to perform a job to meet management expectations.

5. Does practice mirror actual job conditions


The quality of the practice also matters. The practice should mirror the real-world job as closely as possible. Learners should practice all the major situations they are likely to confront, under all the conditions they are likely to face.

Contd..
6. Does every learner demonstrate competence in every skill before training ends
To be performance-based, every learner must be able to show that he can meet all the performance requirements to the pre-set criteria stated in the performance objective while still in training. In other words, there should be a 100% success rate.

7. Does Training include only what is needed to perform to expectationsno more and no less
If training is truly performance-based, then any information or knowledge that doesnt relate to a job performance requirement isnt needed.

Skill based training

What is skill based training?


Identifying desired skills. Assessing employees for specific skills Determine the gaps and Structure the training program .

Types of skills
Soft skills Hard skills

Soft skills do not impact the productivity


of the employee directly Once the training is imparted but it contributes in a substantial manner albeit Indirectly to the effectiveness of employee at work .

Hard skills are specific to work that the


employee does .For example training the employee in java .

Training methodology is different for both skills.


Structuring training for Soft skills. More to do with the character & nature of the person . One can see the traces of culture and upbringing in soft skills of employee. Involves getting into the psyche of the trainee.
Structuring training for hard skills

Can be normal classroom training sessions . Can be the mix of classroom sessions with generous amount of hands on exercise . Make the trainee undertake a project for completion of training .

Benefits of skill based training


Training your workers can be a tremendous drain on your time and resources. Consider the ways that skill-based training can positively affect your employees and your company. Training increases employee productivity Training reduces turnover Training improves job satisfaction Training aids recruiting process Training rewards long time employees Training reduces need for employee supervision

COMPETENCY BASED TRAINING

What is Competency?
A cluster of related knowledge, skills, and attitudes that affects a major part of ones job (a role or responsibility), that correlates with performance on the job, that can be measured against well-accepted standards, and that can be improved via training and development. (Training magazine: July, 1996)

Competency based training


Competency based training is an approach to learning where emphasis is placed on what a learner can do in the workplace as a result of their training.

When to go for competency based training?


To train employees to work in dynamic work environment. To enhance the employees current job performance.

To build the knowledge &skills so as to handover additional responsibilities.

DEPARTMENTAL BASED TRAINING

What is departmental training?


Departmental training provides on-site training to departmental staff on a wide range of topics. Training intact work groups in departments offers the unique benefits of enhancing the skills of all the staff members at the same time. All staff members share the same information and there is a great deal of support for implementing the training content.

Types of training offered to departmental staff


Building effective work teams. Building productive work relationships. Communication. Conflict resolution. Group problem solving. Handling difficult customers. Leadership skills. Performance appraisal. Time management skills. Understanding and developing of emotional quotient.

REFERENCES: http://www.citehr.com HRD- Werner & Desimone HRM- K.Ashwatthappa http://www.docstoc.com www.training-evaluation-metrics.com www.imakenews.com www.questionmark.com/us/casestudies/online_lender.aspx www.flipkart.com Gent, Michael J. and Gregory G. Dell'Omo. "The Needs Assessment Solution." Personnel Administrator, July 1989: 82-84. Zemke, Ron and Thomas Kramlinger. Figuring Things Out: A Trainer's Guide to Needs and Task Analysis. Reading, MA: Addison-Wesley Publishing Company, 1982.