Description
WHO SHOULD ATTEND?
Line Managers transferring over to the role of training managers, Training and Personnel Officers, Human Resources Staff, existing Training Managers and all personnel at all levels who have responsibilities for managing training & development functions.
OBJECTIVES:
By the end of the course, delegates will be able:
- To identify immediate and long term training needs
- To make a strategic contribution to the training department
- To identify the key activities needed to manage training staff to ensure their best performance
- To prepare a development plan for their department and company
- To apply the course content to improve the organisation’s focus and current operations of their department
- To develop the necessary skills to conduct an effective training needs
- To analyse and undertake the evaluation of training and development of their department
- Be able to establish the core competencies required for their organisation’s future and ensure the staff recruitment and development matches these.
- Be able to set the staff performance objectives, etc.
PROGRAMME CONTENTS
WEEK ONE
Introduction
- What is training and learning needs analysis?
- Why is needs analysis important?
- How to use the results of the analysis?
- When to undertake needs analysis
- How to plan a T/LNA
Overview of identification and analysis of training needs (IATN) process
- what? who? why?
- gaps in performance
- introduction to various approaches
Training Needs Identification:
- identifying training needs in a business-driven context
- linking to corporate vision, strategy and organisational objectives
- recognising training needs revealed by business performance shortfall.
A Systematic Model:
- understanding the stages of the systematic training needs analysis model;
- logical sequencing
- identifying residual, present and future training needs
Collection and Analysis of Information:
- collecting information about knowledge and skills requirements for specific job competencies
- sources of information
- using and adapting survey instruments, questionnaires, interviews, observation.
Developing Solutions:
- appropriate training interventions
- producing the initial action plan
- determining priorities
- identifying ‘achievement windows’
- defining costs, success criteria and benefits.
Reports:
- structuring written reports and presentations on training needs and priorities
- writing behavioural objectives
- using persuasive techniques and follow-up activities to support recommendations.
Training and development initiatives
- Definition and role of the training and development function
- The training and development functions dilemma
- Change and the trainer
- Reasons for managing the training and development function effectively
- Key elements in a training and development policy
- Delegates produce their own training and development policy
Organisational issues
- environmental appraisal
- organisation/business strategy and training needs
- role of questionnaires and surveys
- SWOT and PESTLE analysis
- cultural and diversity issues
Succession planning
- manpower planning through to succession planning
Occupational and group issues
- job training analysis and task analysis
- systems, processes, procedures, criteria checklists
- interviewing and fact-finding
- changing patterns of work
