Company Needs Analysisfor medium to largeorganisationsBy Sally Butler
Needs Analysis based onBusiness Objectives &needs of Team/IndividualAssess & Planwhat isRequiredTrainingInterventionMonito...
ProfitsWastageBudgetingFrequency &repetitionArea?KPI’sSkills GapNewTechnologySuccessionplansJob cuts?QualityFinanceBusines...
Financial Issues – Solutions• Financial managementqualifications of staffinvolved in decisionmaking e.g.• Business and Fin...
Meeting Business Objectives - Solutions1. Succession plans2. Quality3. KPIs4. Skills Gap5. New Technology1. CIPD qualifica...
PEOPLE – Solutions1. Industrial relations2. Performance3. Turnover4. Attendance5. ManagementCompetencies• Negotiation skil...
Complaints• Staff may require thefollowing training:–Customer Service–Handling Complaints–Communication skills–Creative pr...
Required elements for success• Evidence of requirement• Stakeholder commitment• Team management supportand commitment• Com...
Investment• Training at clients venue£425 a day for up to 12participants• Open course training £99per person• Training at ...
More information?• Go to website: www.fish4development.co.uk• Email: sally.butler@fish4development.co.uk• Call: 01522 6852...
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Ideas on conducting a Company Needs Analysis

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Just a few points I made when thinking about conducting a training needs analysis. Please feel free to use the ideas.

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  • NEEDSBusiness aims and objectives (PESTLE)Predicted changes aheadCurrent methods used (SWOT) Talent developmentCareer development for the individualIiP?SOURCESBusiness plan/s for coming yearSenior Management discussions (qualitative) Workforce development and manpower plansAppraisal informationEngagement or Staff satisfaction surveys carried out? (quantitative)
  • FINANCEconsidering the wastage may mean JUST IN TIME managementProfits ? May not be relevant but if income is generated are the profits acceptable?Budgeting – do people know how to budget – are there wise decisions made?BUSINESS OBJECTIVES Succession plans in place – are staff nearing retirement? If someone leaves, can their post be filled?Quality – is quality satisfactory, or improving? If declining, investigation into why? KPI’s – are they being met – do staff need to be more efficient – is a LEAN methodology needed to cut out unnecessary processes? Skills Gap – as with succession plans – are staff equipped to do their work? If there have been job cuts are new job descriptions and person specs requiring increased skills knowledge?New Technology – are there any many changes afoot for the organisation that require training?PEOPLE Industrial relations – if unions involved are they included – has there been strike action, increased litigation – is improved negotiation skills required? Performance – are staff and management working at high capacity? If not, what is this down to? Management? Morale? Turnover – is turnover high/low– again what does this signify? Do you need new blood? Do you need to retain your skilled workforce?Attendance – is this below industry standard? If high, is this long term or short term sickness? Are there patterns made and conclusions drawn?Management competencies – are they skilled to perform their role – do they need leadership training? COMPLAINTSArea – are complaints pinpointed to a specific section are the same mistakes being repeated? Are they regular complaints?Do staff need complaint handling training – are complaints driving the company forward with improvements?
  • FINANCEconsidering the wastage may mean JUST IN TIME managementProfits ? May not be relevant but if income is generated are the profits acceptable?Budgeting – do people know how to budget – are there wise decisions made?
  • BUSINESS OBJECTIVES Succession plans in place – are staff nearing retirement? If someone leaves, can their post be filled?Quality – is quality satisfactory, or improving? If declining, investigation into why? KPI’s – are they being met – do staff need to be more efficient – is a LEAN methodology needed to cut out unnecessary processes? Skills Gap – as with succession plans – are staff equipped to do their work? If there have been job cuts are new job descriptions and person specs requiring increased skills knowledge?New Technology – are there any many changes afoot for the organisation that require training?
  • PEOPLE Industrial relations – if unions involved are they included – has there been strike action, increased litigation – is improved negotiation skills required? Performance – are staff and management working at high capacity? If not, what is this down to? Management? Morale? Turnover – is turnover high/low– again what does this signify? Do you need new blood? Do you need to retain your skilled workforce?Attendance – is this below industry standard? If high, is this long term or short term sickness? Are there patterns made and conclusions drawn?Management competencies – are they skilled to perform their role – do they need leadership training?
  • COMPLAINTSArea – are complaints pinpointed to a specific section are the same mistakes being repeated? Are they regular complaints?Do staff need complaint handling training – are complaints driving the company forward with improvements?
  • Cost of Trainer’s time based on £30,000 = £150 a dayTraining at organisations venue (free) £485 for each day’s training plus ILM registration fees per candidateOr if at Aspire venue £145 per candidate plus registration fees for ILM
  • Ideas on conducting a Company Needs Analysis

    1. 1. Company Needs Analysisfor medium to largeorganisationsBy Sally Butler
    2. 2. Needs Analysis based onBusiness Objectives &needs of Team/IndividualAssess & Planwhat isRequiredTrainingInterventionMonitoring &Evaluation ofSuccessAdapting AsRequired
    3. 3. ProfitsWastageBudgetingFrequency &repetitionArea?KPI’sSkills GapNewTechnologySuccessionplansJob cuts?QualityFinanceBusinessObjectivesComplaintsTurnoverIndustrialRelationsPerformanceAttendancePeopleCompanyNeedsAnalysis
    4. 4. Financial Issues – Solutions• Financial managementqualifications of staffinvolved in decisionmaking e.g.• Business and Finance• Accountancy• Relevant Softwaretraining such asExcel, SAP or Sage• Decision making• Creative Problem Solving4
    5. 5. Meeting Business Objectives - Solutions1. Succession plans2. Quality3. KPIs4. Skills Gap5. New Technology1. CIPD qualifications2. Quality control standardstraining3. Setting SMART Goals4. Difficulty analysis on jobdescriptions5. Training in NT5
    6. 6. PEOPLE – Solutions1. Industrial relations2. Performance3. Turnover4. Attendance5. ManagementCompetencies• Negotiation skills• Managementcommunication• Performancemanagement• Managing Change• Stress management• Presentation skills• Leadership training6
    7. 7. Complaints• Staff may require thefollowing training:–Customer Service–Handling Complaints–Communication skills–Creative problem solving7
    8. 8. Required elements for success• Evidence of requirement• Stakeholder commitment• Team management supportand commitment• Communication channelsopen• Embedding in the culture• Aligned with HR Policies• Evaluation of success (KPIs)• Return on Investment8
    9. 9. Investment• Training at clients venue£425 a day for up to 12participants• Open course training £99per person• Training at providervenue £4959
    10. 10. More information?• Go to website: www.fish4development.co.uk• Email: sally.butler@fish4development.co.uk• Call: 01522 68529910

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