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