Return On Investment(Roi) In Staff Training
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This is to enable Human Resource Managers and other Executives justify and maximize investments on staff training and development
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2. Convert existing content and create new content according to eLearning standards.
3. Develop an online learning system (LMS) to deliver the content. Consider vendor vs internal options.
4. Implement the program through marketing and obtaining executive buy-in to change organizational mindsets.
5. Evaluate the program effectiveness through metrics and feedback.
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This document discusses identifying training needs through organizational, task, and manpower analyses. Organizational analysis examines objectives, resources, climate, and how training can increase effectiveness. Task analysis studies job skills and requirements. Manpower analysis evaluates employee capabilities and where training is needed. The purpose is to improve performance, productivity, quality, and safety through targeted training.
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The document discusses the process of conducting a training needs assessment. It explains that a needs assessment involves three levels of analysis: organizational analysis to determine where training is needed within the organization, task analysis to understand the skills required for specific jobs, and individual analysis to evaluate how well individual employees are performing their jobs and who needs additional training. The overall goal of a needs assessment is to identify performance gaps and determine if training can help address them in a cost-effective manner.
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© Prosci 2008 www.change-management.com 1
Prosci
Case Study Series
Building change management
competency at Ashland Inc.
The following case study and associated interviews
follow Ashland’s deployment of change
management through the eyes of their key business
leaders and change practitioners.
Ashland Inc. is a FORTUNE 500 diversified
chemical company providing innovative products,
services and solutions to customers around the
globe. Ashland has sales and operations in the
United States and in more than 100 countries
worldwide. Ashland Inc divisions include: Ashland
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Valvoline and Ashland Water Technologies.
Background
In 2002, Ashland earnings were off track, operating
costs were high and redundancy was present
throughout the business groups. The net result was
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refining, sold their coal business, restructured resource
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needed to have a Change Management element
beyond what their current SAP consultant called
“change,” which primarily translated to system
training. Ashland made the decision to hire a certified
change management specialist for their GlobalOne
team.
A ...
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Organizational Change Management PaperContentsYour paper.docx
Organizational Change Management Paper
Contents
Your paper MUST follow this outline:
Identify and describe a failed organizational change
Identify and describe one organizational change theory
Apply the theory above to the failed change above
In General
Strict APA formatting
Minimum three professional sources
Full use of in-text citations
8-10 pages on content
Title page
Running head
Table of Contents
Reference page
Due Date
Due by the 7th class meeting at class time
Late papers will suffer a 10% grade reduction
Managing Organizational Change
By Michael W. Durant, CCE, CPA
The increased pace of change that many of us have encountered over the past ten years
has been dramatic. During the late 1980s, many of us were grappling with issues that we
had never encountered. The accelerated use of leverage as a means of increasing
shareholder wealth left the balance sheet of some of America’s finest organizations in
disarray. Many of our largest customers, that for years represented minimal risk and
required a minimum amount of time to manage, consumed most of our energy. By the end
of 1993, many of these organizations had either resolved their financial troubles in
bankruptcy court or no longer existed.
Just as we began to think the external environment would settle down and our
professional lives would return to a normal pace, many of our organizations initiated
efforts to improve operating efficiency to become more competitive in the world
marketplace.
Competition has heated up across the board. To succeed, the organization of the future
must serve customers better, create new advantages and survive in bitterly contested
markets. To stay competitive, companies must do away with work and processes that
don’t add value.
This hypercompetition has invalidated the basic assumptions of sustainable markets.
There are few companies that have escaped this shift in competitiveness. Entry barriers,
which once exerted a stabilizing force on competition, have fallen in the face of the rapid
changes of the information age. These forces have challenged our capacity to cope with
organizational life.
Permanent White Water
Things are not going to settle down. Many things we used to take for granted are
probably gone forever. We cannot predict with any certainty what tomorrow will be like,
except to say that it will be different than today.
Peter Vaill has captured the essence of the problem of a continuously changing context in
a compelling image - “permanent white water.” In the past, many of us believed that by
using the means that were under our control we could pretty much accomplish anything
we set out to do. Sure, from time to time there would be temporary disruptions. But the
disruptions were only temporary, and things always settled back down. The mental image
generated by these thoughts is that of a canoe trip on a calm, still lake.
However, Vaill explains, in today’s environment, we never get out of the rapids. As soon
as we digest one .
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Return On Investment(Roi) In Staff Training
- 1. AVN Consulting www.aesculapiusvn.com
- 2. Organizations budget and spend on Staff Capacity Development and Training . Often there is no Discernable Change in Staff Behavior after Training Hence there is doubtful effect of Training on Employee Performance. www.aesculapiusvn.com
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- 6. Reduces resistance Shortens the project to Change cycle time resulting from resistance to change Cuts the costs associated with that Increases the probability Resistance of successful change Decreases the cost of subsequent changes www.aesculapiusvn.com
- 7. Change one aspect People the others are affected Organizational Change is the Solution People side of projects Process Technology www.aesculapiusvn.com
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- 10. Assuming that building Awareness of the need for Change leads to Desire for Change. (In)Experience of Managers Clarity of information Using Stick and Carrot Allowing a Culture of Blame www.aesculapiusvn.com