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COURSE SYNOPSIS
This course is designed to introduce the subject of training and development and its importance to an organization. The focus of this course is to create awareness among the students on the impact of training in organizations. Students are allowed to explore on the merits and demerits of training and development. They are also exposed to the key features of developing a training program and its implementation process.
LEARNING OUTCOMES
At the end of this module the students will be able to : Define Training & Development
results orientation, customer focus, leadership and constancy of purpose, management by processes and facts, people development and involvement, continuous learning, innovation and improvement
"Training is a short term learning process, which is 'application specific' intended for improving skill or knowledge which has immediate application to the benefit of the individual as well as the organization"
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"Development is the process of transition of an employee from lower level of ability, skill and knowledge to that of higher level. This transition is influenced by education, training, work experience and environment. This will improve value of individual employee in terms of his selfdevelopment, career growth and contribution to the organization."
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Skill-Gap Analysis
Competency Map (Employee Ratings, Observed / Desired / Gaps) Training & Development Plans (Technical / Soft Skills / Knowledge)
Training Calendar
Prioritized List of Training Programs
Individual Analysis
Faculty Feedback & Analysis
On Site Training On the Job Training Apprentice Training Coaching/Mentoring Job Rotation
Lectures/Seminars Multimedia Presentations Programmed / Computer Assisted instruction Simulation Role Playing Behavior Modeling
Why do a TNA? To ensure you are spending money on training that is matched to an actual need. If you are not clear about why the training is needed, it is highly unlikely that it will have any long-term benefit to your organisation. To find out what the skills gaps are within your staff this helps their development and is a key aspect of retaining quality staff. To ensure that service users needs are being fully supported and their quality of life remains high as their needs and wants change. Contribute to the creation of a robust training plan an essential document for securing funding for training.
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The first step in this process, needs assessment, refers to The process used to determine if training is necessary. Figure 1 shows the causes and outcomes resulting from needs assessment. As we see, there are many different pressure points that suggest that training is necessary. These Pressure points include performance problems, new technology, internal or external customer requests for training, job redesign, new legislation, changes in customer preferences, new products or employees lack of basic skills. Note that these pressure points do not guarantee that training is the correct solution.
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Reasons or pressure points Legislation Lack of basic skills Poor performance New technology
Type of training Frequency of training Task analysis Buy-versus-build training decision Training versus other HR options such as selection or job redesign
Customer requests
New products Higher performance standards New jobs Person analysis
Needs assessment typically involves organizational analysis, person analysis, and task analysis.
Organizational analysis involves considering the context in which training will occur. That is, organizational analysis involves determining the appropriateness of training, given the companys business strategy, its resources available for training, and support by managers and peers for training activities.
Person analysis helps to identify who needs training. Person analysis involves (1) determining whether performance deficiencies result from a lack of knowledge, skill, or ability (a training issue) or from a motivational or workdesign problem, (2) identifying who needs training, and (3) determining employees readiness for training.
1. Conduct a job task analysis of the employee (or group of employees) for whom you are identifying training needs. In order to provide effective training, it's necessary to know exactly what the expectations are for the job. You can gather some of this information by observation and by asking employees to provide you with either verbal or written descriptions of what their jobs entail.
2. Compare employee performance to the job expectations and identify the areas in which there are discrepancies. Identify whether the discrepancy is due to work process issues, such as not knowing how to complete a specific task, or personnel issues, such as not wanting to complete a specific task. Work process issues can be addressed with employee training, while personnel issues are better addressed by an employee review process.
3. Schedule a meeting with all of the employees involved, asking them to bring with them lists of what they consider to be the top five areas in which they feel more training is needed. Share the lists as well as your own observations.
4. Group training issues by category. For example, learning a new computer program would fall into the same category as learning how to use a new piece of equipment, but reviewing customer service strategies would be better categorized with other policy review issues.
5. Prioritize training needs as a group, taking into account that those that have an immediate effect on business performance or employee safety are the most important. Discussing your business goals with your employees can also be helpful in this process. Knowing the desired outcome can assist employees in telling you what they need to know in order to help the company achieve its goals.
Task analysis includes identifying the important tasks and knowledge, skill, and behaviors that need to be emphasized in training for employees to complete their tasks.