Learning Objectives
• Understand the relationship between
training and the organization
• Appreciate the three main training and
development perspectives
• Understand what are and what are not
training needs
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Learning Objectives
• Detail the benefits and difficulties with
training needs analysis
• Perform a training needs analysis
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Training & The Organization
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What is Training?
Training refers to the acquisition of
knowledge, skills and abilities
required to perform effectively in
any given role
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Knowledge, Skills & Abilities
• Knowledge is 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 intellectual or physical area
• Attitude is an internal state which affects
one’s choice of action towards some objects,
persons or events
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Training & Development Perspectives
Fragmented
Formalized
Focused
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The Fragmented Approach
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Training is not linked to organizational goals
Training is perceived as a luxury
Non systematic approach to training
Training is directive and delivered by trainers
Training occurs with the training department
Knowledge-based courses
Focus on training not development
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The Formalized Approach
• Training is directly linked to human
resource needs
• Systematic developmental training
linked to appraisals
• Knowledge based courses broadened
to skill based
• Line manager involvement in the
development of the course content
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The Formalized Approach
• Training still performed by trainers but
the range of skills required increases
• Pre- and post - course activities
increase
• Training linked to individual needs
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The Focused Approach
• Training and continuous development by
employees is now perceived as essential for
organizational survival and an integral part of
organizational strategy
• Training becomes a source of competitive
advantage
• On-the-job development
• Self selection for specialized training courses
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The Focused Approach
• Training non-directive with the
exception of knowledge based training
courses
• New forms of training delivery explored,
such as open courses and e-learning
• Measurement of learning becomes
critical to the organization
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The Training Cycle
IDENTIFY
EVALUATE
DEVELOP
IMPLEMENT
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The Training Cycle
• IDENTIFY
– Identify issues affecting the business
performance Caution: Not all those
identified can be resolved via training
• DEVELOP
– Prioritise those identified and develop
training objectives
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The Training Cycle
• IMPLEMENT
– Employ training solution
• EVALUATE
– Compare employee/team performance
before and after training
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Training Needs Analysis
The systematic process of determining
and ordering training goals, measuring
training needs and deciding on priorities
for training action
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Training Need
• The difference between the actual and
required human performance in some
specific areas of operations, where
improved training is the most
economical way of eliminating the
difference
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Not Everything is a Training Need!
Business Need
Performance Need
Work Environment Need
Training Need
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Benefits of Training Needs Analysis
• Organizational Focus on Performance
• Identifies Routes to Closing Organizational
Performance-Gaps
• Through Involvement Builds Internal
Commitment To Achieving Organizational
Targets
• Separates Non-Training Needs - ‘Training
Not the Only Solution’
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Difficulties with Training Needs Analysis
• Time-Consuming
• Generates High Expectations
• Requires Top-Level Support &
Understanding
• May Isolate Certain Categories of Staff
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Performing A Training Need Analysis
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Performing a Training Need Analysis
• Step 1
– SWOT Analysis of Business Performance Areas
• Step 2
– Organisational Performance-Gap Analysis
• Step 3
– Employee/Team Performance-Gap Analysis
• Step 4
– Prioritise Your Training Needs
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Business Performance Areas
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Business Performance Areas - Examples
Operations
Finance
Management
Sales
&
Marketing
Human
Resource
Management
Administration
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S W O T Analysis
Strengths
Weaknesses
Opportunities
Threats
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Strengths
• Analysis of
– What are the strengths available?
– Are they being utilized fully to deliver
benefit to the business?
– Can the strengths be used as a resource
bank to build further competencies upon?
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Opportunities
• Analysis of
– What new opportunities will be opened through
the implementation of training?
– What current opportunities can be further
exploited through the skills gained by training?
– Is training enough to take advantage of the
opportunities?
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Weaknesses
• Analysis of:
– Defining the weaknesses that are apparent in the
organization
– What will happen if the weaknesses are not
addressed?
– What will happen if the weaknesses are
addressed?
– Can the weaknesses be rectified through training?
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Threats
• Analysis of
– Defining the real threats
– Outlining how training will allow the threats
to be minimized or eliminated
– Asking if training will in fact have any
impact on the threats
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Organizational Performance
Gaps - Data
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Corporate Objectives
Organizational Statistics
Growth Strategies
Manpower Requirements
Skills Inventories
Organizational Benchmarks
Management Requests
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Internal Factors
Organizational
Constraints
Organizational
Culture
Organizational
Change
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Organizational Constraints
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Staffing
Time
Technology
Business Strategies
Communications
Resources Requirements
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Organizational Culture
• Attitudes
• Motivation
• Management Style
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Organizational Change
Where Are
We Going?
Where Are
We Now?
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External Factors
• Economic Climate
• Legislation
• Availability of Qualified Staff
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