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Training Need Identification_A seminar

  1. Training is the learning process that involves acquisition of knowledge, sharpening of skill, concepts, changing of attitude & behaviour that enhances the performance of the employees. Training is the process that helps to bridge the gap between one’s competency at present level & its desired level. Training is inter related with the organizational development which is a long term process that can be achieved by the training. In the modern scenario training and development is considered as a retention tool rather than cost.
  2. Training means giving new or current employees the skills they need to perform their jobs. Today’s work environment requires employees to be skilled in performing complex tasks with efficient, cost-effective and safe manner. Training is an ‘opportunity’ for learning, describes the conditions in which people can learn effectively. To learn is to “gain knowledge, skill and ability”. Training cause learning, as a result of learning development occurs.
  3. 1.Job Requirement 2.Technological Changes 3.Organisational Viability 4.Internal Mobility
  4. 1.Higher Productivity 2.Better Quality of Work 3.Less Learning Period 4.Reduced Supervision 5.Cost Reduction 6. Low Accident Rate 7. High Morale 8. Personal Growth 9.Organisational Climate
  5.  Orienting new employees to the organisation and their job  Helping employees perform their current jobs well  Helping employees quality for the future jobs  Keeping employees informed  Providing opportunities for personal development
  6. For Employees:  Self-confidence  Higher Earnings  Safety  Adaptability  Promotion  New Skills  Increased Motivation
  7. For the Organisation:  Increased Productivity  Higher Levels of Customers Satisfaction  Improved Quality  Increased Innovation in Strategies and Products  Reduced Employee Turnover  Enhanced Company Image
  8.  Orientation Training  Job Training  Safety Training  Promotional Training  Refresher Training  Remedial Training
  9. Why conducting TNI(TNA) ?  Increases the chances that time & money spent on training would be spent wisely  Determines the benchmark for evaluation of training  Increases the motivation of the participants  Provides an essential component in the implementation of strategic plan  Allows trainer to present logical explanation, at the start of training about what is not happening now (but should be) on the job, and how the training will be useful  To find out the alternate action where training may not be appropriate  For most types of training, need analysis will increase the relevance effectiveness of training
  10. • Prepare thoroughly • Follow a structured methodology • Link training needs with the objectives of the network • Gain commitment from members to participate in the TNA • Communicate with all those involved • Ensure you have the skills to conduct the TNA (analytical and communication) • Collate the results gathered • Prioritise the identified training needs and group them into training categories
  11. Macro • Aligned with strategic goals • Three levels – Organisational – Occupational – Individual Micro • Initiated by performance problems or change • Assessment done to clarify problem, determine if training is the solution, analyze performance, and characteristics of trainees
  12. Before conducting a training program it is necessary for the organisation to find out the need of training, cost effectiveness & on what topic training is to be covered. It should be suitable to the organisation current set up & feasibility so that it is beneficial for both the employees and the organisation. It is the single most important thing that helps executives to bridge the gaps between the existing training and training which will be required in the future. There are 3 types of Needs: A. Industry Related Needs B. Job Related Needs C. Task Related Needs
  13. Types of Analysis: 1. ORGANISATIONAL ANALYSIS (An analysis of organisation’s strategies, goals and objectives) a) Analysis of Objectives b) Resource Utilisation Analysis c) Organisation Climate Analysis d) Environment Scanning
  14. 2. TASK OR ROLE ANALYSIS It is a systematic and detailed analysis of jobs to identify job contents, knowledges, skills and aptitudes required and the work behaviour. On the part of the job holder, particular attention should be paid to the tasks to be performed, the methods to be used, the way employees have learnt these methods and performance standards required to employees. Also called OPERATIONAL ANALYSIS, its purpose is to decide what should be taught. Questionnaire, interviews, HR records, reports, tests, observation and other methods can be used to collect the information about jobs on the organisation.
  15. 3. MANPOWER/PERSON ANALYSIS It is the analysis, the persons to be trained and the changes required in the knowledge, skills and aptitudes of an employee are determined. Training can be relevant and viable if the three types of analysis above are carried on continuously. Moreover, these analysis should be integrated in a carefully designed and executed program.
  16. Step 1: Determine Desired Outcomes  Clarify goal of the training and expected business outcomes  Training goal should correspond to a business objective. Examples of training goals: • Improve customer service satisfaction ratings • Decrease the time it takes to complete service delivery • Improve employee morale through better supervision by management • Improve the speed at which orders are filled
  17. Step 2: Link Desired Outcomes With Employee Behavior  Identify the competencies (behaviors, skills, qualities and knowledge) that are linked to desired outcome.  Collect information and data from subject matter experts to determine which competencies are critical to achieving the outcomes.
  18. Step 3: Identify Trainable Competencies  Evaluate the critical competencies and determine if :  Abilities one should possess prior to job entry  Abilities that can be learned on the job  List of critical competencies that are either elements that should be considered in hiring practices or competencies that are amenable to training.
  19. Step 4: Evaluate Competencies and Determine Performance Gaps  Evaluate current competencies and identify where there are gaps between current ability and desired ability  To evaluate current competency level use:  Performance evaluations  Tests  Surveys  Self assessments  Interviews  Customer feedback
  20. Step 5: Prioritize Training Needs  Identify the percentage of employees who need training on the competencies.  Consider the importance of the competencies to the business objectives .  Together, the need and the importance will allow you to identify training priorities.
  21. Step 6: Determine How to Conduct Training  Consider adult learning theory and best practices in training on the particular competencies.  Training methods can range from:  On the job training (OJT)  Mentoring and coaching;  Classroom / lecture  Web-based / e-learning  Reading / books  Conferences  Academic programs
  22. Step 7: Conduct a Cost Benefit Analysis  Consider the costs associated with the training methods, the extent to which the training will address the performance gap, and the impact on business  Cost factors include:  Training time  Content development time (if designed in-house)  Training provider evaluation (if purchased from vendor)  Training content delivery method  Lost productivity from time spent in training  Travel and logistical expenses
  23. Step 8: Planning for Training Evaluation  Training is only effective if the information is retained and applied on the job.  Evaluation of training is critical.
  24. When we design training, this diversity as well as the integration of practical application and the sustainability of the format for the working staff should be taken into account. In the process of identifying training needs of the employees of managerial categories, it is ascertained that the organisation give special emphasis on each employee to fill the gap to meet his/her competency level at various levels of their job. Training and development has an important, positive and dynamic part to play in the industrial economy, particularly in developing the industries and employees.