The document discusses training and performance gaps. It makes three key points: 1. There is no magic in training - effective training skills can be learned and developed through a systematic process. 2. Not all performance issues can be solved with training alone. Other factors like motivation, job fit, skills and the work environment must be considered. 3. A true performance gap that indicates a need for training is identified through a needs analysis that examines what knowledge, skills and abilities are required versus actual performance and determines the root cause of the gap.

1. Training is…
MAGIC!

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 increase
current performance.

7. Development
Long-term
interventions to
grow 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 employee
ä New job responsibilities
ä New products/equipment
ä New policies and procedures
ä Skills required for future jobs
ä 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 Issue
SKILL
Recruitment/ Training/
Promotion/ Development/
Transfer Issue Learning Issue
-
- WILL +

13. Cause Solution
1. If lack feedback 1. feedback, standards
2. If not motivated 2. rewards, consequences
3. If unclear expectations 3. define std, measure,
discuss
4. If job environment 4. change environment
hindrance 5. change personnel
5. If potential not matched (transfer/terminate)
6. If lack of skill or 6. training!
knowledge

14. Remember, training is
not what is ultimately
important…
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