Training process and need analysis

Shoipatri Basu – 16-H-01,

Padma Kamble – 16-H-31

Types of Training (Corporate learning techniques)

Live Instruction / Orientation

Onboarding Training

Technical Skills Development Training

Soft skills development training

Products and services training

Mandatory training

Live Instruction /Orientation

Live Instruction / Orientation trainings are usually

prepared by HR on big-picture topics such as:

Company mission, vision and values

Corporate culture

Organizational structure and leadership team

intro

Mandatory new-hire paperwork

Overview of benefit plans

Administrative procedures (computer logins,

extension, email setups, etc.)

Key corporate policies

• Starts from Day 1 to a year – as required

• Prepared by department leaders considering company objectives.

• Topics should be as per the information and skills required

• Effective and successful onboarding trainings lead to speedy implementations

• An effectively executed onboarding training will also free up a lot of leadership time because most answers to questions would be available within the training.

On Boarding Training

Technical Skill Development

Training Technical (hard) skills include data analysis,

content writing, social media management,

Productions, Sales, Campaigning programing,

etc.

Technical skills training is a fundamental

employee education component because it’s the

main way your employees will know how to

technically do their jobs right.

And for those who already know how to do their

jobs, we guarantee they still have more to learn.

Employees need to engage in ongoing learning

on a regular basis to stay up-to-date with the

latest developments.

Communication skills Presentation skills

Problem solving skills Conflict resolution

Leadership skills Emotional Intelligence

Time management Ethics

Teamwork Adaptability

Product and Services

Training

Product trainings can either be a part

of onboarding for new comers, or can

be available for any employee.

Who need refreshers on the products

and services the organization offers.

To educate staff on newly introduced

products, services or features so they

are always up to date

Depending on where your company is located and the industry it operates in, certain employee preparedness and training regulations may apply.

For instance, public-sector employees are often required to take occupational health and safety trainings and refreshers. And a few state laws require both public and private companies to deliver sexual harassment trainings to employees.

Governments will often provide these trainings themselves, and since it’s 2017, they usually exist online in the form of slides and videos. With online accessibility to these trainings, you can integrate them into your online employee training website to consolidate all required training in one centralized hub.

Mandatory Training

Concept:

A professional, comprehensive Training Needs Analysis (TNA) must be carried out in order to provide your new network with concrete data and information to make informed decisions on the direction and activities of the network.

A TNA is the systematic investigation of training needs within an organisation. It is part of a process which integrates training with the business or development plans of an organization.

Why do a Training Needs Analysis?

Identify the gap between current and required

levels of knowledge, skills and aptitude

Identify what the general content of training

should be

Form the foundation of a training plan

Provide a baseline for the evaluation of a

training plan

Ensure that appropriate and relevant training

is delivered

Maximise use of scarce resources

Benefits of a Training Needs Analysis?

Identifies performance goals and the knowledge, skills

and abilities needed by a company’s workforce to achieve

those goals

Identifies gaps in training provision in sectors and or

regions

Helps direct resources to areas of greatest priority

Addresses resources needed to fulfil the organisational

mission, improve productivity, and provide quality

products and services

What are the key steps in conducting an effective Training Needs Analysis for training networks?

Prepare thoroughly

Follow a structured methodology

Link training needs with the objectives of the network

Gain commitment from members to participate in the TNA

Communicate with all those involved

Ensure you have the skills to conduct the TNA (analytical and communication)

Collate the results gathered

Collecting information for a Training Needs Analysis

Typical methods of collecting information for your TNA include:

Surveys

Focus groups

Individual interviews

Reviewing existing documents

Discussions with steering group

Discussions with relevant bodies (trade associations, Chambers of Commerce, universities, unemployment services)

Step 1: Organizational analysis

An analysis of the business needs or other reasons the training is desired. An analysis of the organization's strategies, goals, and objectives.

What is the organization overall trying to accomplish? The important questions being answered by this analysis are who decided that training should be conducted, why a training program is seen as the recommended solution to a business problem, what the history of the organization has been with regard to employee training and other management interventions.

Conducting an Organizational Analyses

Determine what resources are available for training.

What are the mission and goals of the organization in regards to employee development?

What support will the senior management and managers give toward training?

Is the organization supportive and on-board with this process?

Are there adequate resources (financial and personnel)?

Step 2: Task analysis

Analysis of the tasks being performed. This is an analysis of the job and the requirements for performing the work. Also known as a task analysis or job analysis, this analysis seeks to specify the main duties and skill level required. This helps ensure that the training which is developed will include relevant links to the content of the job.

A job-task analysis is a systematic breakdown of a job into its component parts. The goal of job-task analysis is to produce a list of tasks required to perform a particular job, and then for each task, to identify the skills and competencies needed to perform the task. Information from this part of the analysis should be used to decide what to include in the training and determining the standards for performance.

A task analysis is usually done by collecting information from subject matter experts through interviews, focus groups, or surveys. The final output should include a detailed description of manual activities, mental activities, task durations and frequency, any necessary equipment, and the skills and competencies required to perform a given task.

Develop a model of the task.

Show where the decision points are located and what information is needed to make decisions and actions are taken based on that information.

This model should be a schematic or graphic representation of the task. This model is developed by observing and interviewing the employees. The objective is to develop a model that can be used to guide the development of training programs and curriculum.

Since the training is based on specific job tasks, employees may feel more comfortable taking the effort to participate in training.

Gather information about how the task is performed so that this can be used to form a model of the task.

Review job titles and descriptions to get an idea of the tasks performed.

Observe the employee performing the job. Review existing training related to the job. Make sure you observe both experts and novices for comparison.

Conducting a Work / Task Analysis

Interview subject matter experts (SME's) and high performing

employees. Interview the supervisors and managers in charge.

Review job descriptions and occupational information. Develop

an understanding of what employees need to know in order to

perform their jobs.

Important questions to ask when conducting a Task

Analysis:

What tasks are performed?

How frequently are they performed?

How important is each task?

What knowledge is needed to perform the task?

How difficult is each task?

What kinds of training are available?

Observe

Document the tasks being performed.

How does this task analysis compare to existing job

descriptions?

Did the task analysis miss any important parts of the job

description?

Were there tasks performed that were omitted from the job

description?

Organize the identified tasks. Develop a sequence of tasks.

Or list the tasks by importance.

Step 3: Person analysis

Analysis dealing with potential participants and instructors involved in the process.

The important questions being answered by this analysis are who will receive the training and their level of existing knowledge on the subject, what is their learning style, and who will conduct the training.

Do the employees have required skills? Are there changes to policies, procedures, software, or equipment that require or necessitate training?

This analysis identifies who has mastered - and who needs to learn - the skills and competencies that were determined in the previous task analysis step.

The person analysis can help you understand the characteristics of those who will be participating in training. For example, you might discover that they are primarily younger worker sear in mind that employees typically aren't that good at self-identifying areas where they need training.