Training and development in a nut shell

1. PROCESS OF
TRAINING
WHILE THERE IS NO-ONE-SIZE-FITS ALL
PROGRAM TO IMPROVE COMPANY
CULTURE, THE BEST PROGRAMS SEEK TO
UNDERSTAND EMPLOYEES & MAKE THEM
FEEL CONNECTED TO THE BIG PICTURE.

2. Training need analysis for financial institution providing both banking and
investment services.
OPENING CASE

3. TRAINING PROCESS

4. STEPS IN THE TRAINING PROCESS
Evaluation of results
Implementation of training program me
Devising training program me
Establishment of training goals
Assessment of training needs
Organizational Objectives
what business are we in ? where to we want to be in future ?

5. ASSESSMENT OF TRAINING NEEDS
JOB & RELATED TASK THAT
NEED TO BE LEARNED
ORGANIZATION ITS GOALS
& OBJECTIVES

6. ASSESSMENT OF TRAINING NEEDS
COMPETENCIES & SKILLS
THAT ARE NEED TO
PERFORM THE JOB
INDIVIDUAL WHO ARE TO
BE TRAINED

7. BASIC NEED ASSESSMENT
Job requirements Asses needs Training needs
yes / no
Develop
individual training
plan

8. NEED ASSESSMENT RELATION TO JOB
ANALYSIS
A general model for the needs assessment process showing the
relationship to the Job

9. COMPETENCY VS. COMPETENCE
 Competency: At person- related concept that refers to the dimensions of behavior lying
behind competent performer.
 Competence: At work- related concept that refers to areas of work at which the person is
competent
 Competencies: Often referred as the combination of the above two.

10. IDENTIFICATION OF JOB COMPETENCIES
Interviews Group work
Task Forces
Task Analysis

11. IDENTIFICATION OF JOB COMPETENCIES
Work Shops
Questionnaire
Job description

12. THE NEEDS ASSESSMENT PROCESS
Reasons or “Pressure Points Outcomes
What is the Context?
 Legislation
 Lack of Basic
Skills
 Poor
Performance
 New Technology
 Customer
Requests
 New Products
 Higher
Performance
Standards
 New Jobs
 What Trainees
Need to Learn
 Who Receives
Training
 Type of Training
 Frequency of
Training
 Buy Versus
Build Training
Decision
 Training Versus
Other HR
Options Such
as Selection or
Job Redesign
Who Needs
the Training?
In What
Do They
Need
Training?
Organizatio
n Analysis
Task
Analysis
Person
Analysis

13. THE NEEDS ANALYSIS
PROCESS{ORGANIZATIONAL ANALYSIS}
Do We Want To Devote Time
and Money For Training?
Person Analysis
Person Characteristics
 Input
 Output
 Consequences
 Feedback
Task Analysis or Develop a
Competency Model
 Work Activity (Task)
 KSAs
 Working Conditions
Organizational Analysis
 Strategic Direction
 Support of Managers
& Peers for Training
 Training Resources

14. PERSON ANALYSIS
Basic Skills
Cognitive Ability
Reading level
Self – efficacy
Awareness of timing Needs ,Career,
Interests, Goals
Input
Understand what how when to perform
Situational constrains
Social support
Opportunity to perform
Out put
Expectations from learning &
performance
Consequences
Norms
Benefits
Reward
Feedback
Frequency
Specification
Details
Motivation To Learn Learning Job Performance

15. TASK ANALYSIS

16. STEPS IN TASK ANALYSIS
Validate Or Confirm The Preliminary List Of Task
Having a SME Oral or written survey
Develop A Preliminary List Of Task S Performed On The Job
Interviewing & observing experts
& their managers
Talking with others who have performed
a task analysis
Select The Job Or Jobs To Be Analyzed

17. DESIGNING LEARNING –
FOR A 21ST CENTURY WORKFORCE

18. LEARNING AND TALENT DEVELOPMENT
ANNUAL SURVEY REPORT 2012

19. The Eight Truths of Social Learning. Now.
WHITE PAPER

20. Enhancing credibility of the Training function: involving line managers in sales
training.
CASE STUDY

21. THNAK YOU