Training Analysis


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In this presentation, we will discuss in details the role and objective of HR training, which will encompass systematic assessment of training, scope, benefits and short comings of training. We will also try to understand the program objectives and need for the same.
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Training Analysis

  2. 2. CHAPTER 2 Why Analyze Training NeedsThe identification of training needs has been done bykeeping the individual and organization as the basepoint. Training needs is what an individual has, a grouphas, must be met immediately and can be met infuture. Training Needs call for formal training activities,on the job instruction and off the job instruction thosewhich organization can meet internally and throughoutside resources and those that individual can meet inconcert with others and by himself. Contd:
  3. 3. CHAPTER 2Whatever enterprise, it’s success depends to a very largeextent on development of personnel in management. It istherefore essential to see that training needs are made ofpersonnel in management. It is therefore essential to seethat training needs are made as rational and scientific asbasis as possible. There are four approaches for theidentification of training needs, these are organizationaldevelopment approach, welfare approach, administrativeapproach and political approach. Contd:
  4. 4. CHAPTER 2 Systematic training can involve ten steps:1. Identification of training needs.2. Examination of the occupation chooses as priority.3. Analysis of the occupation.4. Specification5. Selection and appraisal of the people to be trained Contd:
  5. 5. CHAPTER 26. Setting up of training7. Objectives8. Drawing up a syllabus9. Planning up the training programme and implementation of the programme10. Checking the training and following up the training.
  6. 6. CHAPTER 2It is necessary to analyze the specific knowledge andskill requirements in order to choose appropriatemethods that will meet them. The new starter requiresan individual plan showing the sequence of training,who the trainer will be and how the training will bedelivered. Training costs money but does not addvalue to the organization because the people are notbeing developed in the best way. Contd:
  7. 7. CHAPTER 2 TRAINING NEEDSMany training needs are not so obvious. There arepeople who are doing their jobs for a long time andare competent in it. By analyzing their performanceyou could identify aspects that could be improved orfind potential that it is not being used to the full.When new systems or methods of working areintroduced analyzing the changes of the new methodsand systems will mean to the jobs people do, it will bedifficult to prepare your workplace to adapt to newknowledge and skill requirements. Contd:
  8. 8. CHAPTER 2 PLANNING, TRAINING AND DEVELOPMENTEmphasis is placed these days on organizations goingthrough a strategic planning phase, developingbusiness plans and forecasts to set targets for theirfuture growth. By analyzing the current capabilities ofpeople, it is much easier to predict and overcome thepotential barriers to achieving the targets set.
  9. 9. CHAPTER 2Training and development is an investment, it isimportant to treat it as seriously as investmentmade such as machinery, new technology orpremises.By examining individual as well as overall aspectsof the organization, effective decisions can bemade.
  10. 10. CHAPTER 2The benefits to Trainer and organization are:1. Investment in training and development will have a focus and direction.2. Priority training needs throughout the organization will become apparent.3. Appropriate methods for meeting for meeting these needs will be identified.4. Training will be systematic and planned but flexible to deal with adhoc request. Contd:
  11. 11. CHAPTER 25. The benefits of training will be measured against the initial costs.6.The contribution training makes to organizational growth and success will be recognized.The consequences of not carrying out a detailed analysis of training needs are the negatives of the above benefits. The people who pay the price are the employees who, without the right training can be the biggest liability and those trained can become biggest asset to the organization.
  12. 12. CHAPTER 2 Starting Training Analysis Before you begin your analysis ask yourself:• What is the role of the trainer?• What do other people expect of trainer?• Does the organization know what training needs analysis is about?• What type of training has this organization carried out in the past?• What is the dominant style of managing people here?
  13. 13. CHAPTER 2Role of the Trainer.Skill analysis•Identifying gaps in knowledge and skills.Situational Analysis• Identifying process and behavioral issues.Organizational analysis• Identifying problems of organizational development.
  14. 14. CHAPTER 2What do other people expect of trainer.Is the trainer expected to be an expert with all theanswers?If the response is “yes” then this could impact on howreadily others are willing to accept your idea andsolutions and how much responsibility and ownershipothers take for making your solutions work--- you couldbecome the “scapegoat” if things don’t go plan. Contd:
  15. 15. CHAPTER 2Do others see trainer as a facilitator?If the trainer answer is “yes” then this could have apositive impact on creating an environment ofcollaboration, others becoming involved throughout thetraining needs analysis process so that responsibility,ownership and commitment are shared. Perhaps trainerhave to work on influencing relationships so that youcan create this environment of collaboration.
  16. 16. CHAPTER 2What type of training has this organization carried out in the past?One has to take a critical look at whether training initiatives are linked to business plan, this may affect the level of support in terms of finance and time one can expect for training. One has to see the type of training received and who has trained. These considerations will help one to work out a strategy for implementing training needs analysis in a systematic way and for suggesting alternative solutions for identified needs.
  17. 17. CHAPTER 2Identification Of Training Needs A training need is the gap between the expected andthe existing knowledge, skills and attitudes. It exists inall levels of the organization. Management training isthe systematic and continuous development ofknowledge, skills and attitudes which is beneficial toboth the organization and the individual in achievingthe objectives of the organization. It is raisingmanagerial ability in order to improve the effectivenessof management action. Contd:
  18. 18. CHAPTER 2Training is a means of reducing obsolescenceamong the employees and to keep pace withtechnological and social changes which are rapidlytaking place. Training, of the available humanresources within the organization ensures a pool ofmanpower of the required levels of expertise of theright time. Firstly consider the attention and planninggiven by the average organization to the provision ofmaterials, machinery and equipment. Then comparethe commitment to the third, essential factor in theproduction cycle– manpower. Contd:
  19. 19. CHAPTER 2In many industries it is expected that the right sort ofthe staff should be available in a labour crisis andwhen that does not happen the training department isblamed. This is because of the traditional view oftraining and trainers. Trainers are seen as expense.Training has tended to follow behind othermanagement activities specially in the planningphase. The traditional attitudes can be changed byconvincing the top management that training isessentially a principal management function. Anotherremedy is for the trainers to become moreprofessional. Contd:
  20. 20. CHAPTER 2The image of training in the enterprise is often based onconceptions of cost effectiveness. Many see training asa budget-balancing exercise. The main reason forunsatisfactory performance of PEs is lack of training ofthe management cadre in both general and functionalareas of work sphere like operations, finance,marketing and production. Training has to be basicallyconceived as a function of human resourcesdevelopment. Training guarantees the success of theenterprise personnel and ensures continuous supply ofnew/ additional trained personnel.
  21. 21. CHAPTER 2 Persons requiring Training There are three main areas in which people display gaps in their performance i.e. when they are not meeting job requirements. These are:(A)When their performance in their present position does not match with the required standards- this could well be no fault of their own, e.g., new starters.(B) When the requirement of the job change due to changing environment.(C) When the present job ceases to exist, job holder changes job and creating “gaps” in new jobs.
  22. 22. CHAPTER 2Training needs analysisA training needs analysis is basically a data-gatheringprocess used to identify and compare anorganization’s actual level of performance to theprojected level of performance. The discrepancy willidentify the immediate and long-range training need.The “performance” can be interpreted to newmanagerial skills or technical skills required to do ajob. Contd:
  23. 23. CHAPTER 2The first stage in any data gathering process is todetermine what questions need to be answered. Atraining need analysis varies in size and scopeaccording to how many different purposes it serves.Often the training needs analyses is limited in scope.Effective management of training requires a trainingneeds analysis with combination of size and scope. Contd:
  24. 24. CHAPTER 2 Management training has to :•Ensure development of adequate number of all-rounders•Professionalize the skills of existing generalists.•Be oriented to achieving the objectives of the enterprise.•Be designed with the view to identify the critical problems.•Sharpen the employee processional and technical skill.•Bring about changes in the employees attitudes. Contd
  25. 25. CHAPTER 2•Expose the managerial personnel to modernmanagement techniques and practice.•Ensure continuous availability of trained power.•Prepare employees at middle and lower levels forhigher assignments.•Facilitate improvement of skill and knowledge amongworkers Contd:
  26. 26. CHAPTER 2•Improve employee effectiveness to handle variousoperations.•Increase level of production and securingreasonable returns on investment, keeping in viewthe larger interests of public.
  27. 27. CHAPTER 2Junior-Level Managers The supervisory managers are responsible for the day- to-day operations of the enterprises and getting things done from the subordinates. Training develops a understanding of :• The rationale and role of public enterprises and commitment to goals Contd:
  28. 28. CHAPTER 2•Basic management concepts, techniques ofleadership and basics of decision making.•Tools and techniques relevant to their functionalareas.•Organizational problems and ways to solve it.
  29. 29. CHAPTER 2 Middle – Level managers:They constitute the back bone in any industrialundertaking. They must be taught:•To understand the role of public enterprise in thecontext of national development strategy. Contd:
  30. 30. CHAPTER 2•To understand management concepts, tools andtechniques specially those related to conflictresolution.•To acquire specialized skills in functional areasof management like finance, marketing etc.
  31. 31. CHAPTER 2•To know the techniques of corporate planning projectmanagement and understand inter-personal and inter-organizational relationships.•To acquire skills of problem solving, communicationsetc.•To understand the current problems of the enterpriseand abilities to solve them.•To develop an awareness of innovation which are tobe applied to functional areas. Contd:
  32. 32. CHAPTER 2 Senior/ Top-Level ManagersThey are concerned with the total working of theorganization and its future. They design and implementpolicies. The objective of training for then should be:•Develop leadership skills, understand problemsconcerning linkages within and outside the enterpriseand participate in their solution. Contd:
  33. 33. CHAPTER 2•Develop deep knowledge of government andbusiness affairs both in national and internationalcontext.•Understanding of concepts, tools etc in areas ofenterprise planning and design, control, coordinationetc.
  34. 34. CHAPTER 2• Develop an awareness of latest decision-makingtechniques and current developments in organizationalchange and management.• Programmes for training the technical personnel abroadrequire approval of the Government. The management ofpublic sector undertaking are required to ensure thatforeign training is restricted to specialized subjects onlyfor which requisite knowledge is not available in thecountry. Large scale public enterprises have establishedtheir own technical training institutes for providing trainingto their staff. Contd:
  35. 35. CHAPTER 2 Steps to conducting A Need AssessmentStep 1. Perform a “gap” Analysis. This is to check the actual performance of an institute and the people against existing standards or to set new standards. This had two parts. Contd:
  36. 36. CHAPTER 2•Current Situation of the InstituteTo determine the current state if skills, knowledge andabilities of the current and future employees. Thisinvolves analysis of the institutes goals, climate andinternal and external constraints. Upgradation isnecessary for the organization to move ahead. Thisgap of what is and what should be has to be bridged.
  37. 37. CHAPTER 2•Desired or Necessary SituationThis analysis focuses on the necessary job tasks/standards, as well as the skills, knowledge and abilitiesneeded to accomplish these successfully. Actual needsshould be distinguished from perceived needs, the wantsare: Excellence in teaching, training and research to beattained. Contd:
  38. 38. CHAPTER 2•Publishing research reports in national andinternational journals•Exposure to world-class B- schools throughexchange programmes.•Contacts and maintaining relationships with theindustrial world.
  39. 39. CHAPTER 2Step 2. Identify Priorities and ImportanceThe first produces a large list of needs for training anddevelopment, career development, organizationdevelopment. Energy should be devoted to addressinghuman performance problems with greater impact andgreater value. Contd:
  40. 40. CHAPTER 2Step 3. Identify Causes of PerformanceProblems and or Opportunities.Research should be given attention. Building andmaintaining relations with the industry is important.An exchange programme with the world-class Bschools is important.
  41. 41. CHAPTER 2Step 4. Identify Possible Solutions and GrowthOpportunitiesFaculty should be encouraged to take up researchactivity more rigorously. Contemporary skills andmethods should be taught with live examples for buildingeffective public relationships. State of the art softwareshould be provided that helps in conducting research ofinternational standards. Educational exchange programsenhance faculty skills and improve contemporaryknowledge in the management education.
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