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Training Needs Analysis
Training Needs Analysis
Training Needs Analysis
Training Needs Analysis
Training Needs Analysis
Training Needs Analysis
Training Needs Analysis
Training Needs Analysis
Training Needs Analysis
Training Needs Analysis
Training Needs Analysis
Training Needs Analysis
Training Needs Analysis
Training Needs Analysis
Training Needs Analysis
Training Needs Analysis
Training Needs Analysis
Training Needs Analysis
Training Needs Analysis
Training Needs Analysis
Training Needs Analysis
Training Needs Analysis
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Training Needs Analysis

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Presentation on TNA for Torque Public Workshop on March 28, 2013

Presentation on TNA for Torque Public Workshop on March 28, 2013

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  • 1. Training  is… MAGIC!
  • 2. It’s  Magic! There is NO MAGIC in training, the skills of an effective trainer can be LEARNED and DEVELOPED!
  • 3. Training isNOT a cure-all!
  • 4. Your  Facilitator Learning | Consulting | Assessment | Search• NarejoHR o  Established 2002 o  Service Offerings, Growing Businesses Through People• Rahila Narejo o  Chief Executive & Lead HR Consultant, NarejoHR (Pvt.) Ltd. o  Psychobiologist, Univ. California, Los Angeles o  Psychometrician, British Psychological Society (Levels A + B) o  Certified Balanced Scorecard Professional, Palladium Group o  Columnist, DAWN Newspaper, Workplace Sanity o  Associate Certified Coach (ACC), International Coaching Federation o  MSc. NeuroLeadership, Middlesex Univ. & NeuroLeadership Institute !
  • 5. Identification   &  Analysis  of   Need Evaluation   L&D     Design  &  of  Learning Cycle T&D  Program Development  of   Implementation   of  T&D   Program
  • 6. Training Process of enhancing the KSA to increasecurrent performance.
  • 7. Development Long-terminterventions togrow KSA for a career path.
  • 8. Performance  Gap REQUIRED PERFORMANCE ► GAP = How do you know this is a Training Need? ACTUAL PERFORMANCE
  • 9. Performance  Drivers •  Knowledge information specific and particular to a subject, enabling a person to understand a subject to an acceptable level•  Skill is a developed aptitude or ability in a particular cognitive or physical area; the application of knowledge•  Abilities/Attitude is an internal state which affects one’s choice of action towards some objects, persons or events
  • 10. When  will  a  Performance   Gap  most  likely  arise? ä New employeeä New job responsibilitiesä New products/equipmentä New policies and proceduresä Skills required for future jobsä Job performance problems
  • 11. To  solve  a  performance  gap: •  Training may not be the answer•  Training may not be the only answer
  • 12. When  does  a  Performance  Gap  =  NEED? + Management Resource or Issue Process IssueSKILL Recruitment/ Training/ Promotion/ Development/ Transfer Issue Learning Issue- - WILL +
  • 13. Cause                        Solution 1.  If lack feedback 1.  feedback, standards2.  If not motivated 2.  rewards, consequences3.  If unclear expectations 3.  define std, measure, discuss4.  If job environment 4.  change environment hindrance 5.  change personnel5.  If potential not matched (transfer/terminate)6.  If lack of skill or 6.  training! knowledge
  • 14. Remember, training isnot what is ultimatelyimportant…performance is. Marc Rosenberg
  • 15. TNA/LNA/DNA  Flowchart YES: Full  Need   Analysis 2 4 • Request   • What  is   for   • Define  Gap: Root   • Missing   training • Can  -­‐‑  Need Cause? KSA? 1 3 NO: Suggest   Alternative
  • 16. A  Need  is   Born!
  • 17. Link  Training  Need  to  Business  Need   SWOT  and  PEST •  Strengths •  Political/Legal•  Weaknesses •  Economic•  Opportunities •  Social-Cultural•  Threats •  Technological
  • 18. Key  Learning  Points •  To be effective, training and development must support the business aims.•  Trainers cannot afford to inhabit ‘ivory towers’ and be detached from the business.•  SWOT reports and other relevant information already exist; it’s up to you to make them work for needs analysis (TNA/LNA/DNA).
  • 19. LNA  Methods •  Questionnaires•  Analysis of Appraisal documents•  The one-to-one interview (Job Analysis)•  Assessments/Tests•  Focus Groups•  Observation/work sampling
  • 20. Evaluate  Methods Advantages Disadvantages When  would  you   Best  alone  or  with  use  it? other  methods?
  • 21. Key  Learning  Points •  It’s important to have and use a range of LNA methods and to match the most appropriate method to the situation: o  thinking about costs, time and quality of information. o  The individual o  The line manager o  The trainer
  • 22. It’s  no  longer  about   HEAD  COUNTS. Today,  what’s  inside  the   HEAD,  COUNTS! ~ Very Famous Person

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