This document contains information about a training needs assessment and plan for an organization. It includes a SWOT analysis that identifies strengths, weaknesses, opportunities, and threats. Interviews and observations revealed issues with collaboration and role clarity. Potential training topics identified include team building and conflict resolution. Expectancy, equity, and motivation theories provide context. The training plan proposes objectives, content, methods, resources, and assessments. Modules will address organization, engagement, and discussions. Presentation aids, activities, and cognitive/affective assessments are included. References on training, motivation, leadership, and performance consulting are provided.

1. William James College
TM615
Team: Chris Milot & Patrecia Thorp
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2.  Description of Organization
 Key Players
 Organizational Concerns
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3. SWOT Analysis Strengths Weaknesses
Internal
 Program provides quality instruction in
creative writing
 Program provides quality instruction in
college preparatory work
 University resources are readily
available
 Communication amongst the staff is lacking
 Job roles within the program are not clearly defined
 Persistence rate amongst students is low
Opportunities Threats
External
 Expansion of the tracks within the
program will offer more learning
opportunities
 Offering more learning opportunities
will bring more students into the
program
 Grant Funding
 Loss of Funding
 Loss of Students
 Loss of buy-in from university departments
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4. Interview Results: Previous employees felt
there contributions to the program were being
cast aside
Observation Results: During meetings, conflict
often arose when trying to work collaboratively
Potential Areas of Training Focus: Team
Building, Conflict Resolution, Effective &
Trusting Collaboration Skills
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5. Expectancy Theory
 Staff felt their performance was not appreciated which
lead to dissatisfaction within the current organization.
Equity Theory
 By hiring a new Director, their compensation needs were
being infringed upon.
Intrinsic Motivation
 Loss of control overseeing the program infringed on their
sense of control/ownership of the program.
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6. At the conclusion of training – team
members should be able to develop a
vision for having high-trust
relationships.
At the conclusion of training – team
members should be able to build
commitment to achieving results by
elevating trust within their team.
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7.  Subject Matter Expert
 Organizational Consultants
 Corporate Trainers
 Corporate Managers
 Professional Training Organizations
 Association for Talent Development
 International Association of Information
 Commercial Resources
 Training/Publishing Companies
Analyze
Organizational/
Training Needs
Analyze the
Training
Task
Develop
Training
Objectives
Organize
Training
Content
Determine
Training
Methods
Select
Training
Resources
Complete
Training
Plan
Deliver
Training
Assess
Training
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8.  Modified Lectures
 Organization is Key
 Immediacy Behaviors
 Engagement Strategies
 Experiential Activities
 Role Plays
 Group Discussions
 Ground Rules
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9.  Presentation Aids
 PowerPoint Slides
 Videos
 Handouts
 White Board
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10.  Affective Domain
 Questionnaire
 Cognitive Domain
 Essay
 Fill in the Blanks
 Return on Investment
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13.  Beebe, S. A., Mottet, T. P., & Roach, K. D. (2013). Training and development: Communicating for
success (2nd ed.). Boston: Pearson.
 Latham, G. P. (2012). Work motivation: History, theory, research, and practice (2nd ed.).
Thousand Oaks, CA: Sage.
 Rego, A., Sousa, F., Marques, C., & Cunha, M. P. (2012). Authentic leadership promoting
employees’ psychological capital and creativity. Journal of Business Research, 65(3), 429–437.
https://doi.org/10.1016/j.jbusres.2011.10.003
 Robinson, D. G., Robinson, J. C., Phillips, J. J., Pulliam Phillips, P., & Handshaw, D. (2015).
Performance consulting: A strategic process to improve, measure, and sustain organizational
results (3rd ed.). Oakland, CA: Berrett-Koehler Publishers, Inc.
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