Process of training

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Training and development in a nut shell

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Process of training

  1. 1. PROCESS OFTRAININGWHILE THERE IS NO-ONE-SIZE-FITS ALLPROGRAM TO IMPROVE COMPANYCULTURE, THE BEST PROGRAMS SEEK TOUNDERSTAND EMPLOYEES & MAKE THEMFEEL CONNECTED TO THE BIG PICTURE.
  2. 2. OPENING CASETraining need analysis for financial institution providing both banking andinvestment services.
  3. 3. TRAINING PROCESS
  4. 4. STEPS IN THE TRAINING PROCESS Organizational Objectives what business are we in ? where to we want to be in future ? Assessment of training needs Establishment of training goals Devising training program me Implementation of training program me Evaluation of results
  5. 5. ASSESSMENT OF TRAINING NEEDS JOB & RELATED TASK THAT ORGANIZATION ITS GOALS NEED TO BE LEARNED & OBJECTIVES
  6. 6. ASSESSMENT OF TRAINING NEEDS COMPETENCIES & SKILLS THAT ARE NEED TO INDIVIDUAL WHO ARE TO PERFORM THE JOB BE TRAINED
  7. 7. BASIC NEED ASSESSMENTJob requirements Asses needs Training needs Develop individual training yes / no plan
  8. 8. NEED ASSESSMENT RELATION TO JOBANALYSISA general model for the needs assessment process showing therelationship to the Job
  9. 9. COMPETENCY VS. COMPETENCE Competency: At person- related concept that refers to the dimensions of behavior lying behind competent performer. Competence: At work- related concept that refers to areas of work at which the person is competent Competencies: Often referred as the combination of the above two.
  10. 10. IDENTIFICATION OF JOB COMPETENCIES Task Forces Group work Interviews Task Analysis
  11. 11. IDENTIFICATION OF JOB COMPETENCIES QuestionnaireJob description Work Shops
  12. 12. THE NEEDS ASSESSMENT PROCESSReasons or “Pressure Points Outcomes  Legislation What is the Context?  What Trainees Need to Learn  Lack of Basic Skills Organizatio  Who Receives n Analysis Training  Poor Task In What  Type of Training Performance Analysis Do They  New Technology Need  Frequency of Person Training Training?  Customer Analysis Requests  Buy Versus Build Training  New Products Who Needs Decision the Training?  Higher  Training Versus Performance Other HR Standards Options Such  New Jobs as Selection or Job Redesign
  13. 13. THE NEEDS ANALYSIS PROCESS{ORGANIZATIONAL ANALYSIS} Person Analysis Person Characteristics  Input  Output  Consequences  FeedbackOrganizational Analysis Strategic Direction Do We Want To Devote Time Support of Managers and Money For Training? & Peers for Training Training Resources Task Analysis or Develop a Competency Model  Work Activity (Task)  KSAs  Working Conditions
  14. 14. PERSON ANALYSIS Basic Skills Cognitive Ability Reading level Self – efficacy Awareness of timing Needs ,Career, Interests, Goals Input Understand what how when to perform Situational constrains Social support Opportunity to perform Out put Expectations from learning & performance Consequences Norms Benefits Reward Feedback Frequency Specification Details Motivation To Learn Learning Job Performance
  15. 15. TASK ANALYSIS
  16. 16. STEPS IN TASK ANALYSIS Select The Job Or Jobs To Be AnalyzedDevelop A Preliminary List Of Task S Performed On The Job Interviewing & observing experts Talking with others who have performed & their managers a task analysis Validate Or Confirm The Preliminary List Of Task Having a SME Oral or written survey
  17. 17. DESIGNING LEARNING –FOR A 21ST CENTURY WORKFORCE
  18. 18. ANNUAL SURVEY REPORT 2012LEARNING AND TALENT DEVELOPMENT
  19. 19. WHITE PAPERThe Eight Truths of Social Learning. Now.
  20. 20. CASE STUDYEnhancing credibility of the Training function: involving line managers in salestraining.
  21. 21. THNAK YOU

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