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1 Learning Objectives Understand the relationship between training and the organization Appreciate the three main training and development perspectives.

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Presentation on theme: "1 Learning Objectives Understand the relationship between training and the organization Appreciate the three main training and development perspectives."— Presentation transcript:

1 1 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

2 2 Learning Objectives Detail the benefits and difficulties with training needs analysis Perform a training needs analysis

3 3 Training & The Organization

4 4 What is Training? Training refers to the acquisition of knowledge, skills and abilities required to perform effectively in any given role

5 5 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

6 6 Training & Development Perspectives Fragmented Formalized Focused

7 7 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

8 8 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

9 9 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

10 10 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

11 11 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


13 13 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

14 14 The Training Cycle IMPLEMENT –Employ training solution EVALUATE –Compare employee/team performance before and after training

15 15 Training Needs Analysis The systematic process of determining and ordering training goals, measuring training needs and deciding on priorities for training action

16 16 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

17 17 Not Everything is a Training Need! Business Need Training Need Work Environment Need Performance Need

18 18 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’

19 19 Difficulties with Training Needs Analysis Time-Consuming Generates High Expectations Requires Top-Level Support & Understanding May Isolate Certain Categories of Staff

20 20 Performing A Training Need Analysis

21 21 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

22 22 Business Performance Areas

23 23 Business Performance Areas - Examples Operations Sales & Marketing Sales & Marketing Human Resource Management Human Resource Management Finance Administration Management

24 24 S W O T Analysis Strengths Threats Weaknesses Opportunities

25 25 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?

26 26 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?

27 27 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?

28 28 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

29 29 Organizational Performance Gaps - Data Corporate Objectives Organizational Statistics Growth Strategies Manpower Requirements Skills Inventories Organizational Benchmarks Management Requests

30 30 Internal Factors Organizational Culture Organizational Culture Organizational Change Organizational Change Organizational Constraints Organizational Constraints

31 31 Organizational Constraints Staffing Time Technology Business Strategies Communications Resources Requirements

32 32 Organizational Culture Attitudes Motivation Management Style

33 33 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?

34 34 External Factors Economic Climate Legislation Availability of Qualified Staff

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