527 Assignement (Completed) Assg # 02

8/13/2019 527 Assignement (Completed) Assg # 02

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Table of ContentsTraining Needs Assessment .......................................................................................................................... 1

“If you think training is expensive try ignorance!” ................................................................................... 1

Introduction: ................................................................................................................................................. 1

There are three levels of a training needs assessment: ........................................................................... 1

The Training Needs Assessment Process: ................................................................................................. 1

1. Determine Agency Benefits of Needs Assessment ....................................................................... 1

2. Plan................................................................................................................................................ 2

Conduct Needs Assessment .................................................................................................................. 2

What is Training Needs Assessment? ........................................................................................................... 3

Why should you conduct a TNA? .............................................................................................................. 3

Techniques for carrying out TNA’s ............................................................................................................ 4

To Train or Not .......................................................................................................................................... 4

Training Need assessment ............................................................................................................................ 4

Organizational analysis: ............................................................................................................................ 5

Task & Role Analysis .................................................................................................................................. 5

Personnel Analysis/Individual Analysis ..................................................................................................... 5

Personnel analysis measures ................................................................................................................ 6

INDUSTRIAL IMPLICATION OF TNA ............................................................................................................... 6

How to do a TNA - process ............................................................................................................................ 6

CASE STUDY:.................................................................................................................................................. 7

History: .......................................................................................................................................................... 7

Offering mobile financial services ............................................................................................................. 7

Contributing to Pakistan's economy ......................................................................................................... 7

Human Resource Development Departments .............................................................................................. 8

Human Resource Development Functions ................................................................................................... 8

Challenges ..................................................................................................................................................... 8

Types of Training ........................................................................................................................................... 8

In house Training ....................................................................................................................................... 8

Outsource Training.................................................................................................................................... 8



Telenor’s culture and Training ...................................................................................................................... 9

Necessary Components of Culture ............................................................................................................... 9

Frame Wok for HRD Department ................................................................................................................. 9

Level of Training Need .............................................................................................................................. 9

Necessary Questions for TNA ................................................................................................................... 9

TNA at Telenor ............................................................................................................................................ 10

TRAINING DESIGN MODEL ...................................................................................................................... 10

The Trainer .......................................................................................................................................... 10

The Trainees ........................................................................................................................................ 10

Training Climate .................................................................................................................................. 10

Trainees’ Learning Style ...................................................................................................................... 11

Training Strategies .............................................................................................................................. 11

Training Topics .................................................................................................................................... 11

Training Topics Contents ..................................................................................................................... 11

Training Tactics ................................................................................................................................... 11

SWOT ANALYSIS: ......................................................................................................................................... 12

STRENGHT: .............................................................................................................................................. 12

WEAKNESS: ............................................................................................................................................. 12

OPPORTUNITY: ........................................................................................................................................ 12

THREATs: ................................................................................................................................................. 12

Conclusions: ................................................................................................................................................ 13

Recommendations: ..................................................................................................................................... 13



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Training Needs Assessment

“If you think training is expensive try ignorance!”

Introduction:The purpose of a training needs assessment is to identify performance requirements and the

knowledge, skills, and abilities needed by an agency's workforce to achieve the requirements.

An effective training needs assessment will help direct resources to areas of greatest demand.

The assessment should address resources needed to fulfill organizational mission, improve

productivity, and provide quality products and services. A needs assessment is the process of

identifying the "gap" between performance required and current performance. When a

difference exists, it explores the causes and reasons for the gap and methods for closing or

eliminating the gap. A complete needs assessment also considers the consequences for ignoring

the gaps.

There are three levels of a training needs assessment:

Organizational assessment evaluates the level of organizational performance. An

assessment of this type will determine what skills, knowledge, and abilities an agency

needs. It determines what is required to alleviate the problems and weaknesses of the

agency as well as to enhance strengths and competencies, especially for Mission Critical

Occupation's (MCO). Organizational assessment takes into consideration various

additional factors, including changing demographics, political trends, technology, and

the economy. Occupational assessment examines the skills, knowledge, and abilities required for

affected occupational groups. Occupational assessment identifies how and which

occupational discrepancies or gaps exist, potentially introduced by the new direction of

an agency. It also examines new ways to do work that can eliminate the discrepancies or

gaps.

Individual assessment analyzes how well an individual employee is doing a job and

determines the individual's capacity to do new or different work. Individual assessment

provides information on which employees need training and what kind.

The Training Needs Assessment Process:

1. Determine Agency Benefits of Needs Assessment - this part of

the process will sell and help the decision makers and stakeholders understand the

concept of the needs assessment. Needs assessment based on the alignment of critical

behaviors with a clear agency mission will account for critical occupational and

performance requirements to help your agency: a) eliminate redundant training efforts,



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b) substantially reduce the unnecessary expenditure of training dollars, and c) assist

managers in identifying performance requirements that can best be satisfied by training

and other developmental strategies. To go beyond learning and actually achieve critical

behaviors the agency will also need to consider how required drivers will sustain desired

outcomes.Key steps include:

Identify key stakeholders

Solicit support

Describe desired outcomes that will contribute to mission objectives

Clarify critical behaviors needed to achieve desired outcomes

Define required drivers essential to sustain the critical behaviors

2.

Plan- The needs assessment is likely to be only as successful as the planning.o Set goals/objectives for the needs assessment

o Evaluate organizational (agency) readiness and identify key roles

o Evaluate prior/other needs assessments

o Prepare project plan

o Inventory the capacity of staff and technology to conduct a meaningful

training skills assessment and analysis

o Clarify success measures and program milestones

Conduct Needs Assessmento Obtain needs assessment data (e.g., review strategic plans, assess HR

metrics, review job descriptions, conduct surveys, review performance

appraisals)

o Analyze data

o Define performance problems/issues: occupational group/individuals

o Describe critical behaviors needed to affect problems/issues

o Determine and clarify why critical behaviors do not currently exist

o Research integrated performance solutions

o If training is the best solution, determine best training and development

approach(es)

o Assess cost/benefit of training and development approach(es); build a

"business case"

o Include organizational drivers needed to reinforce the critical behaviors that

will affect problems/issues



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o Describe how the critical behaviors will be monitored and assessed after

implementation of the improvement plan

The results of the needs assessment allows the training manager to set the training objectives

by answering two very basic questions: what needs to be done, and why is it not being done

now? Then, it is more likely that an accurate identification of whom, if anyone, needs training

and what training is needed. Sometimes training is not the best solution, and it is virtually never

the only solution. Some performance gaps can be reduced or eliminated through other

management solutions, such as communicating expectations, providing a supportive work

environment, and checking job fit. These interventions also are needed if training is to result in

sustained new behaviors needed to achieve new performance levels, for an individual, an

occupation, or an entire organization.

What is Training Needs Assessment?

A training needs Assessment is the method of determining if a training need exists and ifit does, what training is required to fill the gap.

Why should you conduct a TNA?

Avoid training for ‘training sake’.

Supports cost effective training.

Targets areas of greatest need.

Gives information on theorganization's climate.

Gives commitment from managers

and trainers

Separates the ‘symptoms’ from the

causes.



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Techniques for carrying out TNA’s

Interviews

Survey questionnaires

Job descriptions and person specifications

Critical incidents Log books and other company records

Industry seminars

Supervisor’s reports

To Train or Not

Training Need assessment



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Organizational analysis:

In Organizational analysis, trainers compare what the organization is doing and what it should

be doing. Trainers focus attention on organizational objectives, skills, inventories &

organizational climate including

Costs for labor

Materials

Distribution

1. Analysis of objective: short term & long term

2. Resource utilization analysis: human, physical & financial

3. Environmental scanning: social, economical, political, technological

4. Organizational climate analysis: turnover & absenteeism ratio

Task & Role Analysis

In work analysis trainers identify individual skill deficiency, the gap between what

people need to perform and what they can presently do

Such deficiencies are measured by comparing

Job results to work standards

Job descriptions to employee skills Perceptions of job requirements to those actually demonstrated on the job

Job Evaluation

Operations & conditions of job

Skills, knowledge, attitude

methods

Types of training Proactive

reactive

Personnel Analysis/Individual Analysis

Individual analysis is centered on a person doing the job.

1. Does he or she know what to do?

2. How to do it?



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3. The minimal acceptable level of performance?

Identifying who needs training

Determining employees’ readiness for training

Personnel analysis measures

General characteristics

Specific knowledge and skill

Learning styles

Special needs

INDUSTRIAL IMPLICATION OF TNA

Training need analysis is conducted to determine whether resources required are

available or not.

It helps to plan the budget of the company

Tells areas where training is required

It also highlights the occasions where training might not be appropriate but requires

alternate action.

How to do a TNA - process



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C ASE STUDY:

History:

Telenor Pakistan is 100% owned by the Telenor Group, an international provider of high quality

voice, data, content and communication services in 11 markets across Europe and Asia. Telenor

Group is among the largest mobile operators in the world with 140 million mobile subscriptions(Q4 2011) and a workforce of approximately 30,000.

Telenor Pakistan is the country's single largest European foreign direct investor, with

investments in excess of US$2 billion. It acquired a GSM license in 2004 and began commercial

operations on March 15, 2005.

At the end of December 2011 it had a reported subscriber base of 28.11 million, and a market

share of 24% making it the country's second largest mobile operator.

Offering mobile financial services

Telenor Pakistan acquired 51% of Tameer Microfinance Bank in November 2008. In 2009 it

launched 'easy paisa' to become Pakistan's first telecom operator to partner with a bank to

offer mobile financial services across Pakistan.

Contributing to Pakistan's economy

The company continues to contribute to Pakistan's economy. It has created 3,000 direct and25,000 plus indirect jobs and has a network of over 180,000 retailers, franchises and sales &

service centers, thus providing a means to livelihood to thousands.

For 2011 it is estimated that Telenor Pakistan contributed over Rs. 23 billion in various forms of

direct and indirect taxes to the economy of Pakistan.



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Human Resource Development Departments

Central I

Central II

North (Islamabad)

South

Human Resource Development Functions

Training development

Organizational development

Career development The “new learning and performance wheel”

Strategic management and HRD

Challenges

Increasing workforce diversity

Competing in a global economy

Eliminating the skill gaps

The need for life long learning

Facilitating the life long learning

Types of Training In house training

Outsource training

In house Training

System related training

Product related training

Technical training

Front end desk training

Operational wise training

Outsource Training



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Moral building

Attitude building

Executive training

Telenor’s culture and Training Employees are really satisfied with the norms and values of the Telenor’s internal

structure.

The 90% of the employees of the Telenor take the training most effective.

Necessary Components of Culture Flat structure of communication

Hierarchy of the organization is well managed

Vertical as well as horizontal communication

Training as a necessary component

Frame Wok for HRD DepartmentHRD department follow a framework which consists of four major steps:

Training need assessment phase

Training design phase

Implementation phase

Evaluation phase

Level of Training Need

Organization level

Individual level

Operational level

Necessary Questions for TNA

Who Conducts Needs Analysis & Why?

Who is the Trainee?



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TNA at Telenor

Techniques for Determining Specific Training Needs

◦ Observation

◦ Interviews

◦ Questionnaires

◦ Performance Appraisal

◦ Job description

TRAINING DESIGN MODEL

The Trainer

The Trainees

Training Climate

Trainees’ Learning Style

Training Topics

Training Strategies

Support Facilities

Constraints

The TrainerBefore starting a training program, a trainer analyzes his technical, interpersonal, judgmental

skills in order to deliver quality content to trainers.

The TraineesIn training design there should be a close scrutiny of the trainees and their profiles. Age,

experience, needs and expectations of the trainees are some of the important factors that

affect training design.

Training ClimateThere should be a good training climate, a good training climate comprises of ambience,

tone, feelings, and positive perception for training program, etc is one of the necessary

conditions of training design.



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Trainees’ Learning Style

The learning style, age, experience, educational background of trainees must be kept in mindin order to get the right pitch to the design of the program.

Training StrategiesOnce the training objective has been identified, the trainer translates it into specific training

areas and modules. The trainer prepares the priority list of about what must be included, what

could be included.

Training TopicsAfter formulating a strategy, trainer decides upon the content to be delivered. Trainers break

the content into headings, topics, ad modules.

Training Topics ContentsContents are then sequenced in a following manner:

From simple to complex

Topics are arranged in terms of their relative importance From known to unknown

From specific to general

Dependent relationship

Training Tactics Trainees’ background

Time allocated

Style preference of trainer

Level of competence of trainer

Availability of facilities and resources.



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SWOT ANALYSIS:

STRENGHT:

Multi-national company

Superior customer care

Network quality and design

Financially Strong

Targeting all income segments

Nationwide franchise

Brand name

WEAKNESS:

Relatively low market share

Less Switching Cost

Less Differentiation:

Negative cash flow in initial years

OPPORTUNITY:

Entering new segments of Markets

Capturing Market where no other potential competitor exists

E-Commerce

Market size is the biggest ever opportunity in Pakistani telecom sector.

THREATs:

The change between the cultures makes the greatest resistance

Propaganda by religious forces

Public pay phones & calling cards usage where network is not available

Political Instability



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Competitors

Conclusions:

Proper Training Programs.

Discussion with Trainer about Training.

Growth Opportunities.

Motivate Employees.

Friendly Environment.

Recommendations:

Trainer must be well trained.

Training must be a continuous process, and results of the Training must be Evaluate.

Provide training in “chunks” that are scheduled over a period of time.

Every individual, supervisor, attend Training Session.

Practice active learning principles; honor a variety of learning styles.

Make use of session pre-work during the actual training session.

Increase trainee investment in the session by engaging them in tasks requiring

action.

Provide reference materials and job aids for review after the session.

During the session, discuss how to address real life scenarios, and barriers.

527 Assignement (Completed) Assg # 02

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