Slide 1: “Many training efforts begin without any reason, continued with no purpose, and end in no results” Slide 2: Training is one of management’s most important strategies for reaching organizational goals. When used to produce upgrade organizational skills needed to overcome gaps in performance, training can bring back savings to an organization that are many times more valuable than the cost of the training itself. Slide 3: When a manager collects data about an organization and studies it with training in mind, he or she is engaging in “needs assessment”.
An adequate training program depends upon securing reliable data as a basis for answering the following persistent questions.
Who is to be trained?
In what are they to be trained?
By whom are they to be trained?
How are they to be trained?
How are the results of training to be evaluated? Slide 4: Initial Training – the acquisition of knowledge and development of skills of persons starting at the time of employment .
Could be an obligatory component
trainees could be asked to pass a test at the end of the training
Could consist of general programs and special programs tailored to meet the needs of a concrete position.
In-Service training – The improvement of special professional knowledge and development of skills of an employee during tenure or when seeking promotion. Slide 5: A training need exists when an employee lacks the knowledge or skill to perform an assigned task satisfactorily. The simple questions to ask, to determine whether training need exist are following:
Problems and deficits: Are there problems which might be solved by training?
Opportunities: Could we improve the performance by taking advantage of training programs?
Mandated Training: Are there internal or external forces dictating that training and development will take place (law, policies, management decisions etc).
Impending change: Are there (performance) problems which do not currently exist but are foreseen due to change such as new policies, procedures, equipment, changes in organization of the work etc? Slide 6: Step -1: Management Sanction and Preparation
Step -2: Scanning the Work Situation
Step -3: Focusing on Discrepancies and Needs
Step -4: Planning for Implementation
Step -5: Identify Possible Solutions Slide 7: The training needs assessment process begins when a decision is made by management to sanction the use of systematic needs assessment in locating appropriate targets for training. Strong management support is required to give credibility to assessment activities in the eyes of organizational units effected. Slide 8: Performance discrepancies exist at every organizational level. Some discrepancies exist or develop when employees do not know how to perform their duties correctly or do not wish to do so. Other discrepancies come into existence as the consequence of starting new programmers, hiring new people or installing new facilities and equipment. The nature and extent of discrepancies in performance can be identified by continuous scanning – studying records and reports produced by or about the organization, observing job performance directly and asking question to verify facts and opinions obtained through other means. Slide 9: Performance discrepancies vary in nature and can affect an organization in different ways. Some are serious and can be damaging if not corrected. Focusing is an analytical activity that helps to direct management attention to the most important discrepancies. Through focusing, discrepancies that exist because do not have the knowledge or skill to perform correctly (training needs) can be separated from discrepancies that exist fro other reasons (non-training needs). Slide 10: Based on the identified problems prepare comprehensive report with recommendations
Suggest training areas(including suggested list of training topics, if possible to identify)
Include new policies, laws, approaches develop
Suggested training areas or programs
The need assessment process ends when a decision is made by management to implement suggested training strategies.