Hi.
I am working in oil company. We have a training and development function in place, but it is in premilnary stages. At this point in time t & d function arranges in-house and external trainings only.
We are trying to better our t & d function and would like to incorporate the "Learning function" in it. we right now are only focusing on training and there is no focus on development portion.
I would like input on what actually covers the development portion. Help is needed urgently.
Regards
Fatima
From Pakistan, Rawalpindi
I am working in oil company. We have a training and development function in place, but it is in premilnary stages. At this point in time t & d function arranges in-house and external trainings only.
We are trying to better our t & d function and would like to incorporate the "Learning function" in it. we right now are only focusing on training and there is no focus on development portion.
I would like input on what actually covers the development portion. Help is needed urgently.
Regards
Fatima
From Pakistan, Rawalpindi
FATIMA,
I understand and appreciate your situation.
It is not new and practically many companies go through this experience.
FIRST,
WHAT YOU HAVE DONE SO FAR is TRAINING PROGRAMS.
Training is concerned with the teaching of specific, factual,
narrow - scoped subject matter and skills. It is a formal
classroom learning activities.
EXAMPLE
-time management
-communication
etc etc
-------------------------------
NOW DEVELOPMENT & EDUCATION GO TOGETHER
AS WE TEND TO UTILIZE BOTH RESOURCES TO DEVELOP
PEOPLE.
Development is concerned with a broader subject matter
of a conceptual or theoretical nature and the development
of personal attitudes. It comprises all learning experiences,
both on and off the job, including formal, classroom training.
-----------------------------------------------------
Education is the act, process or art of imparting knowledge and skill
thru
-instruction
-pedagogics
-schooling
-teaching
-training
-tuition
-coaching
etc etc
Education can be divided into many different learning "modes" but the learning modalities are probably the most common:
Kinesthetic learning based on hands-on work and engaging in activities.
Visual learning based on observation and seeing what is being learned.
Auditory learning based on listening to instructions/information.
-------------------------------------------------------------------------------
WHEN YOU APPROACH THE ''DEVELOPMENT'' & ''EDUCATION''
YOU DRAG ''LEARNING '' INTO THE NET.
Learning is a "change" in knowledge, behaviour, attitudes, values, priorities, or
creativity that can result when learners interact with information. It occurs to the
extent that learners are motivated to change, and it is applied in the real world to the
extent they take successful steps to integrate that learning into the real world
situation.
WHAT DOES LEARNING DO?
It helps the participants become motivated to learn.
Helps the participants effectively handle course information and
experience.
Helps the participants develop knowledge, skills, values and
attitudes and creative ideas.
Helps the participants transfer their learning to the application
environment.
TRAINING , DEVELOPMENT & EDUCATION [TED] CONTRIBUTIONS
TO LEARNING.
TRAINING , DEVELOPMENT & EDUCATION ARE THE TOOLS WHICH
HELPS TO DEVELOP THE LEARNING CAPACITY OF THE
INDIVIDUAL AND THE ORGANIZATION .
IT IS THROUGH LEARNING, THE PARTICIPANTS
IMPROVE - DEVELOP THEIR CAREER AND THE
OUTCOMES OF THE ORGANIZATION.
1.T E D-- Broadens the participants' interests / awareness.
2. T E D-- broadens the participants' business perspectives.
3.T E D -- Exposes the participants to new avenues of practices thoughts.
4.T E D-- Prepares the participants for greater responsibility.
5.T E D-- Permits the participants to greater interaction internal/external channels.
6.T E D-- Helps to prepare participants for promotions within the organization.
7.T E D-- Helps to prepare the participants for additional responsibilities.
8.T E D-- Helps to provide the participants with modern practices/ techniques.
9. T E D-- Helps the participants to share ideas concepts with others.
10.T E D-- Helps the participants to accept / manage new technologies.
11.T E D-- Helps the participants to accept / manage new processes.
12.T E D-- Helps the participants to accepts / manage new culture.
13.T E D-- Helps the participants to accepts / manage new OD programs.
etc etc.
================================================== ===
WHEN IT COMES TO LEARNING AND DEVELOPMENT, ONE CANNOT
IMPOSE A PROGRAM, AS IT WILL NOT BE PRODUCTIVE.
THE NEED MUST GENERATED FROM INSIDE THE ORGANIZATION.
WHICH MEANS SURVEYING THE ORGANIZATION.
-----------------------------------------------------------------
FIRST STEP, WATCH FOR THE
Organizational Danger Signals
There are a variety of danger signals which indicate that there may be a need for increased learning opportunities within an organization. However, it may be that we are so accustomed to seeing some of these signals that we do not recognise their importance or we believe that someone else is taking responsibility for them.
Signs that an organization is facing difficulty are not always apparent and this is especially true for those who are working within the organization and are too close to the problem.
Run the rule over your organization to identify danger signals which indicate that there may be a need for new and different learning interventions. These danger signals include the following:
increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates / reworking
lower performance than competitors
low plant utilisation
low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
ETC ETC
ALL THESE INDICATE THERE IS A NEED FOR A DEVELOPMENT
PROGRAM.
---------------------------------------------------------------------------
Team / Departmental and Occupational Needs
Learning /DEVELOPMENT Needs Analysis for Team/Department
Within a team or a department there are needs which may be specific to that group of people. It is also the case that those needs may not be observable or apparent to other parts of the organization. For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed.
Learning needs arise within teams, groups and departments and these should be addressed on a collective basis. Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development.
Here are some questions to help you identify team/departmental learning needs.
Is the provision of learning activities determined from a consideration of organizational objectives?
Is the provision of learning activities determined from a consideration of team / departmental objectives?
Does the team operate effectively as a team / department or just as a collection of individuals?
How might the team / department interact more effectively with its internal customers?
Does the team / department meet to discuss ways of operating more efficiently and effectively?
What skills of coaching and mentoring exist within the department to support learning?
How does the team / department measure its effectiveness and compare itself against other similar teams / departments either within or external to the organization?
Are people encouraged to develop their own skills and knowledge?
Do managers support and encourage the development of people for whom they have responsibility?
Does you organization have clear objectives which people understand and can explain?
Do people understand how they contribute to the objectives of the organization?
Is there a clear induction process for people new to the organization?
To what extent does training and education contribute to improved performance in the organization?
How much training does each member of the team / department receive each year?
Are effective interpersonal skills observed all the time between members of the team / department?
================================================== ================
IDENTIFICATION OF OCCUPATIONAL LEARNING NEEDS
Occupational groups may also have needs specific to that discipline, and while professional bodies etc may provide training programmes it is unlikely that they will be sufficiently focused to match the organization's specific requirements of the occupational group.
The identification of learning needs may be conducted to address a specific cross-section of employees within an organization such as operators, administration, sales etc. This enables resources to be focussed more directly on those whose who have a specific need.
Use these questions as an prompt to identify specific areas of occupational training.
What current activities require specific training?
What future developments will require specific training?
Is a job analysis carried out to identify the skills and knowledge required for tasks in a particular occupation?
How are the skills of staff evaluated and compared to the requirements of the department?
Does a procedure exist for upgrading the skills of staff?
How often is a staff appraisal carried out and how often is there a follow up meeting?
Do members of staff have personal development plans which are designed to enhance their skills?
Is a licence to practice required for the occupational area?
How do you ensure that you get the qualifying level of continuing professional (education) points?
Do you regularly read professional / trade journals what are the current issues of concern and which need addressing through learning strategies?
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities are these used to inform decision making?
=============================== 4
Are Skills Thresholds A Problem?
The circumstances in which an organization operates are continually in a state of change and it is essential that employees have the skills and behaviour to address these issues whether they involve new products, new services, new markets etc.
Are The Necessary Skills Available
Many activities within an organization are routine or planned in advance and therefore should be regularly assessed in order to determine the extent to which training and development are necessary. This checklist can be used as a prompt to identify areas that may require training/DEVELOPMENT to ensure smooth transitions and prevent bottlenecks.
Appraisal
Assessment Centres
Audit
Critical Incidents
Induction Training
Internal promotions
Internal transfers
New equipment
New legislation
New markets
New procedures
New products
New standards
New systems
Other training events
Performance Management
Skills shortages
Succession Planning
================================================== =
Training Programmes - Skills Checklist Below is a list of the main training areas which are to be found in many organizations. It can be used as a menu to identify areas that may not currently be addressed.
Accounting
Appraisal Skills Training
Assertiveness Workshop
Business Communication
Business Ethics
Business Strategy
Business Writing Skills
Career Development
Change Management
Coaching & Mentoring Skills
Conflict Management
Consulting Internal and External
Continuous Improvement
Creativity
Customer Service training
Customer Relationship Management
Diversity Training
Drug / Substance Abuse
Emotional Intelligence
Employment Law
Equal Opportunities Training
Executive Leadership
Financial Skills
Goal Setting
Harassment
Human Resource Development
Human Resource Management
Induction Programme
Interviewing Skills/Techniques
Leadership
Managing Conflict
Managing Difficult People
Managing Resources
Marketing Introduction to
Meeting Skills
Motivation
Negotiating Skills
Performance Appraisal
Personal Assistant Skills
Personal Efficiency Programme
Presentation Skills
Project Management
Quality Management
Selling Essentials
Small Business Management
Strategic Management
Stress Management
Supervisory Skills
Supply Chain Management
Report Writing
Team Building
Team Skills
Team Leader Skills
Telemarketing Skills
Time Management
Train the Trainer
Training Skills
Workplace Safety
Workplace Violence
================================================== ====
Individual Learning Needs Analysis Information
HR / THE LINE MANAGER should regularly review the performance of those individuals for which they have responsibility. This is usually done during the appraisal interview, but if this only occurs once a year it is insufficient and should be more frequent.
Below are a number of areas which need to be considered and which may provide insights into areas of learning needs:
Does the person have the ability to successfully achieve work objectives?
Does the person have the right attitude for the job?
What is the level of energy which is used by the person?
Are they lacking specific areas of experience which need to be addressed?
Can the person work flexibly?
Does the person possess the interpersonal skills to work effectively in their area?
Does the person have the specific knowledge required for the post?
Do they demonstrate suitable maturity for the post?
Does the person possess the people management skills for their position?
What is their level of productivity?
Does the person have the potential for promotion?
Does the person have the qualifications necessary for their current or future positions?
Does the person have the ability to work in a team?
Does the person have the specific technical skills required for this or a future position?
The person with most responsibility for your learning is you! Although there are general training policies and procedures you cannot expect the organization to have the same insights which you possess. If you have not already done so, you should seize the opportunity to shape your career - research suggests that those who plot their careers tend to be more successful than those who cross their fingers and hope for the best.
There are now few jobs for life and people regularly change not only their jobs but also their careers during their working life. For these reasons, you should regularly conduct a personal audit along the lines of the questions below to ensure that you are heading in a direction that you wish to follow.
What are your strengths and weaknesses?
How do you plan to address these weaknesses?
What changes are happening to your area of professional expertise?
How do you propose to keep up to date and maintain your professional standards?
What training have you had during the past year?
Do you have any choice in choosing the training courses you think you need?
How does your training link to organizational aims and objectives?
Are your skills being used effectively in the organization?
Do you discuss your training needs with your line manager / the training department?
Do you have a career development plan?
Do you have a personal development plan?
Do you have the transferable knowledge and skills to enable you to find another job if you current one ends, or you choose to change employer?
Collecting the Data
Data can be gathered from a number of internal and external sources and they provide different insights depending on what is collected. Therefore, it is important to investigate the most appropriate information to guide the learning needs analysis e.g. :
sufficient data is collected;
limitations of data are recognised;
opinions are carefully investigated to see if they are justified.
Sources of Data Checklist
Gathering information for the purpose of identifying leaning needs can be conducted in a number of ways and the type of data gathered influences the manner in which it can be applied.
Internal Sources
Activity logs
Appraisal documents
Current employees
Customer feedback forms
Customers verbal comments
Desk analysis
Employee satisfaction surveys
Focus groups
Health and Safety audits
Interviews
Management information systems
Personal Development Plans
Observation
Questionnaires
Personnel records
Sales figures
Sales personnel
Training records
External Sources
VARIOUS Consultants
Industry conferences
Industry journals
Libraries
Learning and Skills ASSOCIATIONS
Newspapers
Professional journals
Trade magazines
The Office of National Statistics
==============================================
Identification of Personal Learning Needs Questionnaire
The person with most responsibility for your learning is you! Although there are general training policies and procedures you cannot expect the organization to have the same insights into your needs which you possess. If you have not already done so, you should seize the opportunity to shape your career research suggests that those who plot their careers tend to be more successful than those who cross their fingers and hope for the best.
There are now few jobs for life and people regularly change not only their jobs but also their careers during their working life. For these reasons, you should regularly conduct a personal audit along the lines of the questions below to ensure that you are heading in a direction that you wish to follow.
What are your strengths and weaknesses?
How do you plan to address these weaknesses?
What changes are happening to your area of professional expertise?
How do you propose to keep up to date and maintain your professional standards?
What training have you had during the past year?
Do you have any choice in choosing the training courses you think you need?
How does your training link to organizational aims and objectives?
Are your skills being used effectively in the organization?
Do you discuss your training needs with your line manager / the training department?
Do you have a career development plan?
Do you have a personal development plan?
Do you have the transferable knowledge and skills to enable you to find another job if you current one ends, or you choose to change employer?
=================================================
FOR YOUR PURPOSE,
I WILL LIST FEW DEVELOPMENT PROGRAM AS SAMPLE.
-business process improvement.
-business re-engineering.
-business excellence
-people excellence
-one to one coaching for managers
-leading by results
-managing by exceptions
-mentoring in the workplace
-developing business acumen
-developing business plan
-managing change for managers
-strategic thinking
-appreciation of finance for non-finance people
-appreciation of marketing for non-marketing people
-continuous improvement.
etc etc
REGARDS
LEO LINGHAM
================================
=========================================
From India, Mumbai
260I understand and appreciate your situation.
It is not new and practically many companies go through this experience.
FIRST,
WHAT YOU HAVE DONE SO FAR is TRAINING PROGRAMS.
Training is concerned with the teaching of specific, factual,
narrow - scoped subject matter and skills. It is a formal
classroom learning activities.
EXAMPLE
-time management
-communication
etc etc
-------------------------------
NOW DEVELOPMENT & EDUCATION GO TOGETHER
AS WE TEND TO UTILIZE BOTH RESOURCES TO DEVELOP
PEOPLE.
Development is concerned with a broader subject matter
of a conceptual or theoretical nature and the development
of personal attitudes. It comprises all learning experiences,
both on and off the job, including formal, classroom training.
-----------------------------------------------------
Education is the act, process or art of imparting knowledge and skill
thru
-instruction
-pedagogics
-schooling
-teaching
-training
-tuition
-coaching
etc etc
Education can be divided into many different learning "modes" but the learning modalities are probably the most common:
Kinesthetic learning based on hands-on work and engaging in activities.
Visual learning based on observation and seeing what is being learned.
Auditory learning based on listening to instructions/information.
-------------------------------------------------------------------------------
WHEN YOU APPROACH THE ''DEVELOPMENT'' & ''EDUCATION''
YOU DRAG ''LEARNING '' INTO THE NET.
Learning is a "change" in knowledge, behaviour, attitudes, values, priorities, or
creativity that can result when learners interact with information. It occurs to the
extent that learners are motivated to change, and it is applied in the real world to the
extent they take successful steps to integrate that learning into the real world
situation.
WHAT DOES LEARNING DO?
It helps the participants become motivated to learn.
Helps the participants effectively handle course information and
experience.
Helps the participants develop knowledge, skills, values and
attitudes and creative ideas.
Helps the participants transfer their learning to the application
environment.
TRAINING , DEVELOPMENT & EDUCATION [TED] CONTRIBUTIONS
TO LEARNING.
TRAINING , DEVELOPMENT & EDUCATION ARE THE TOOLS WHICH
HELPS TO DEVELOP THE LEARNING CAPACITY OF THE
INDIVIDUAL AND THE ORGANIZATION .
IT IS THROUGH LEARNING, THE PARTICIPANTS
IMPROVE - DEVELOP THEIR CAREER AND THE
OUTCOMES OF THE ORGANIZATION.
1.T E D-- Broadens the participants' interests / awareness.
2. T E D-- broadens the participants' business perspectives.
3.T E D -- Exposes the participants to new avenues of practices thoughts.
4.T E D-- Prepares the participants for greater responsibility.
5.T E D-- Permits the participants to greater interaction internal/external channels.
6.T E D-- Helps to prepare participants for promotions within the organization.
7.T E D-- Helps to prepare the participants for additional responsibilities.
8.T E D-- Helps to provide the participants with modern practices/ techniques.
9. T E D-- Helps the participants to share ideas concepts with others.
10.T E D-- Helps the participants to accept / manage new technologies.
11.T E D-- Helps the participants to accept / manage new processes.
12.T E D-- Helps the participants to accepts / manage new culture.
13.T E D-- Helps the participants to accepts / manage new OD programs.
etc etc.
================================================== ===
WHEN IT COMES TO LEARNING AND DEVELOPMENT, ONE CANNOT
IMPOSE A PROGRAM, AS IT WILL NOT BE PRODUCTIVE.
THE NEED MUST GENERATED FROM INSIDE THE ORGANIZATION.
WHICH MEANS SURVEYING THE ORGANIZATION.
-----------------------------------------------------------------
FIRST STEP, WATCH FOR THE
Organizational Danger Signals
There are a variety of danger signals which indicate that there may be a need for increased learning opportunities within an organization. However, it may be that we are so accustomed to seeing some of these signals that we do not recognise their importance or we believe that someone else is taking responsibility for them.
Signs that an organization is facing difficulty are not always apparent and this is especially true for those who are working within the organization and are too close to the problem.
Run the rule over your organization to identify danger signals which indicate that there may be a need for new and different learning interventions. These danger signals include the following:
increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates / reworking
lower performance than competitors
low plant utilisation
low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
ETC ETC
ALL THESE INDICATE THERE IS A NEED FOR A DEVELOPMENT
PROGRAM.
---------------------------------------------------------------------------
Team / Departmental and Occupational Needs
Learning /DEVELOPMENT Needs Analysis for Team/Department
Within a team or a department there are needs which may be specific to that group of people. It is also the case that those needs may not be observable or apparent to other parts of the organization. For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed.
Learning needs arise within teams, groups and departments and these should be addressed on a collective basis. Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development.
Here are some questions to help you identify team/departmental learning needs.
Is the provision of learning activities determined from a consideration of organizational objectives?
Is the provision of learning activities determined from a consideration of team / departmental objectives?
Does the team operate effectively as a team / department or just as a collection of individuals?
How might the team / department interact more effectively with its internal customers?
Does the team / department meet to discuss ways of operating more efficiently and effectively?
What skills of coaching and mentoring exist within the department to support learning?
How does the team / department measure its effectiveness and compare itself against other similar teams / departments either within or external to the organization?
Are people encouraged to develop their own skills and knowledge?
Do managers support and encourage the development of people for whom they have responsibility?
Does you organization have clear objectives which people understand and can explain?
Do people understand how they contribute to the objectives of the organization?
Is there a clear induction process for people new to the organization?
To what extent does training and education contribute to improved performance in the organization?
How much training does each member of the team / department receive each year?
Are effective interpersonal skills observed all the time between members of the team / department?
================================================== ================
IDENTIFICATION OF OCCUPATIONAL LEARNING NEEDS
Occupational groups may also have needs specific to that discipline, and while professional bodies etc may provide training programmes it is unlikely that they will be sufficiently focused to match the organization's specific requirements of the occupational group.
The identification of learning needs may be conducted to address a specific cross-section of employees within an organization such as operators, administration, sales etc. This enables resources to be focussed more directly on those whose who have a specific need.
Use these questions as an prompt to identify specific areas of occupational training.
What current activities require specific training?
What future developments will require specific training?
Is a job analysis carried out to identify the skills and knowledge required for tasks in a particular occupation?
How are the skills of staff evaluated and compared to the requirements of the department?
Does a procedure exist for upgrading the skills of staff?
How often is a staff appraisal carried out and how often is there a follow up meeting?
Do members of staff have personal development plans which are designed to enhance their skills?
Is a licence to practice required for the occupational area?
How do you ensure that you get the qualifying level of continuing professional (education) points?
Do you regularly read professional / trade journals what are the current issues of concern and which need addressing through learning strategies?
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities are these used to inform decision making?
=============================== 4
Are Skills Thresholds A Problem?
The circumstances in which an organization operates are continually in a state of change and it is essential that employees have the skills and behaviour to address these issues whether they involve new products, new services, new markets etc.
Are The Necessary Skills Available
Many activities within an organization are routine or planned in advance and therefore should be regularly assessed in order to determine the extent to which training and development are necessary. This checklist can be used as a prompt to identify areas that may require training/DEVELOPMENT to ensure smooth transitions and prevent bottlenecks.
Appraisal
Assessment Centres
Audit
Critical Incidents
Induction Training
Internal promotions
Internal transfers
New equipment
New legislation
New markets
New procedures
New products
New standards
New systems
Other training events
Performance Management
Skills shortages
Succession Planning
================================================== =
Training Programmes - Skills Checklist Below is a list of the main training areas which are to be found in many organizations. It can be used as a menu to identify areas that may not currently be addressed.
Accounting
Appraisal Skills Training
Assertiveness Workshop
Business Communication
Business Ethics
Business Strategy
Business Writing Skills
Career Development
Change Management
Coaching & Mentoring Skills
Conflict Management
Consulting Internal and External
Continuous Improvement
Creativity
Customer Service training
Customer Relationship Management
Diversity Training
Drug / Substance Abuse
Emotional Intelligence
Employment Law
Equal Opportunities Training
Executive Leadership
Financial Skills
Goal Setting
Harassment
Human Resource Development
Human Resource Management
Induction Programme
Interviewing Skills/Techniques
Leadership
Managing Conflict
Managing Difficult People
Managing Resources
Marketing Introduction to
Meeting Skills
Motivation
Negotiating Skills
Performance Appraisal
Personal Assistant Skills
Personal Efficiency Programme
Presentation Skills
Project Management
Quality Management
Selling Essentials
Small Business Management
Strategic Management
Stress Management
Supervisory Skills
Supply Chain Management
Report Writing
Team Building
Team Skills
Team Leader Skills
Telemarketing Skills
Time Management
Train the Trainer
Training Skills
Workplace Safety
Workplace Violence
================================================== ====
Individual Learning Needs Analysis Information
HR / THE LINE MANAGER should regularly review the performance of those individuals for which they have responsibility. This is usually done during the appraisal interview, but if this only occurs once a year it is insufficient and should be more frequent.
Below are a number of areas which need to be considered and which may provide insights into areas of learning needs:
Does the person have the ability to successfully achieve work objectives?
Does the person have the right attitude for the job?
What is the level of energy which is used by the person?
Are they lacking specific areas of experience which need to be addressed?
Can the person work flexibly?
Does the person possess the interpersonal skills to work effectively in their area?
Does the person have the specific knowledge required for the post?
Do they demonstrate suitable maturity for the post?
Does the person possess the people management skills for their position?
What is their level of productivity?
Does the person have the potential for promotion?
Does the person have the qualifications necessary for their current or future positions?
Does the person have the ability to work in a team?
Does the person have the specific technical skills required for this or a future position?
The person with most responsibility for your learning is you! Although there are general training policies and procedures you cannot expect the organization to have the same insights which you possess. If you have not already done so, you should seize the opportunity to shape your career - research suggests that those who plot their careers tend to be more successful than those who cross their fingers and hope for the best.
There are now few jobs for life and people regularly change not only their jobs but also their careers during their working life. For these reasons, you should regularly conduct a personal audit along the lines of the questions below to ensure that you are heading in a direction that you wish to follow.
What are your strengths and weaknesses?
How do you plan to address these weaknesses?
What changes are happening to your area of professional expertise?
How do you propose to keep up to date and maintain your professional standards?
What training have you had during the past year?
Do you have any choice in choosing the training courses you think you need?
How does your training link to organizational aims and objectives?
Are your skills being used effectively in the organization?
Do you discuss your training needs with your line manager / the training department?
Do you have a career development plan?
Do you have a personal development plan?
Do you have the transferable knowledge and skills to enable you to find another job if you current one ends, or you choose to change employer?
Collecting the Data
Data can be gathered from a number of internal and external sources and they provide different insights depending on what is collected. Therefore, it is important to investigate the most appropriate information to guide the learning needs analysis e.g. :
sufficient data is collected;
limitations of data are recognised;
opinions are carefully investigated to see if they are justified.
Sources of Data Checklist
Gathering information for the purpose of identifying leaning needs can be conducted in a number of ways and the type of data gathered influences the manner in which it can be applied.
Internal Sources
Activity logs
Appraisal documents
Current employees
Customer feedback forms
Customers verbal comments
Desk analysis
Employee satisfaction surveys
Focus groups
Health and Safety audits
Interviews
Management information systems
Personal Development Plans
Observation
Questionnaires
Personnel records
Sales figures
Sales personnel
Training records
External Sources
VARIOUS Consultants
Industry conferences
Industry journals
Libraries
Learning and Skills ASSOCIATIONS
Newspapers
Professional journals
Trade magazines
The Office of National Statistics
==============================================
Identification of Personal Learning Needs Questionnaire
The person with most responsibility for your learning is you! Although there are general training policies and procedures you cannot expect the organization to have the same insights into your needs which you possess. If you have not already done so, you should seize the opportunity to shape your career research suggests that those who plot their careers tend to be more successful than those who cross their fingers and hope for the best.
There are now few jobs for life and people regularly change not only their jobs but also their careers during their working life. For these reasons, you should regularly conduct a personal audit along the lines of the questions below to ensure that you are heading in a direction that you wish to follow.
What are your strengths and weaknesses?
How do you plan to address these weaknesses?
What changes are happening to your area of professional expertise?
How do you propose to keep up to date and maintain your professional standards?
What training have you had during the past year?
Do you have any choice in choosing the training courses you think you need?
How does your training link to organizational aims and objectives?
Are your skills being used effectively in the organization?
Do you discuss your training needs with your line manager / the training department?
Do you have a career development plan?
Do you have a personal development plan?
Do you have the transferable knowledge and skills to enable you to find another job if you current one ends, or you choose to change employer?
=================================================
FOR YOUR PURPOSE,
I WILL LIST FEW DEVELOPMENT PROGRAM AS SAMPLE.
-business process improvement.
-business re-engineering.
-business excellence
-people excellence
-one to one coaching for managers
-leading by results
-managing by exceptions
-mentoring in the workplace
-developing business acumen
-developing business plan
-managing change for managers
-strategic thinking
-appreciation of finance for non-finance people
-appreciation of marketing for non-marketing people
-continuous improvement.
etc etc
REGARDS
LEO LINGHAM
================================
=========================================
From India, Mumbai
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Job Description - HR & Admin.doc
SKILLS YOU REQUIRE TO BAG THE JOB YOUWANT.pptx