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Ideas on conducting a Company Needs Analysis
Ideas on conducting a Company Needs Analysis
Ideas on conducting a Company Needs Analysis
Ideas on conducting a Company Needs Analysis
Ideas on conducting a Company Needs Analysis
Ideas on conducting a Company Needs Analysis
Ideas on conducting a Company Needs Analysis
Ideas on conducting a Company Needs Analysis
Ideas on conducting a Company Needs Analysis
Ideas on conducting a Company Needs Analysis
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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.

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
  • Transcript

    • 1. Company Needs Analysisfor medium to largeorganisationsBy Sally Butler
    • 2. Needs Analysis based onBusiness Objectives &needs of Team/IndividualAssess & Planwhat isRequiredTrainingInterventionMonitoring &Evaluation ofSuccessAdapting AsRequired
    • 3. ProfitsWastageBudgetingFrequency &repetitionArea?KPI’sSkills GapNewTechnologySuccessionplansJob cuts?QualityFinanceBusinessObjectivesComplaintsTurnoverIndustrialRelationsPerformanceAttendancePeopleCompanyNeedsAnalysis
    • 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. 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. PEOPLE – Solutions1. Industrial relations2. Performance3. Turnover4. Attendance5. ManagementCompetencies• Negotiation skills• Managementcommunication• Performancemanagement• Managing Change• Stress management• Presentation skills• Leadership training6
    • 7. Complaints• Staff may require thefollowing training:–Customer Service–Handling Complaints–Communication skills–Creative problem solving7
    • 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. Investment• Training at clients venue£425 a day for up to 12participants• Open course training £99per person• Training at providervenue £4959
    • 10. More information?• Go to website: www.fish4development.co.uk• Email: sally.butler@fish4development.co.uk• Call: 01522 68529910

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