Hello, everyone, I am the new member. I am doing Project on Training & Development in IT sector, for MBA. Kindly help me in getting the information for the same. Kind regards, Geeta Saini
From India
From India
Hi Geeta
First whos go to join new organisation ?they need training for knowledge of the organisation.its called Induction Training.and than if the employee who r from technical they need technical training .
Rishee
From India, Pune
1First whos go to join new organisation ?they need training for knowledge of the organisation.its called Induction Training.and than if the employee who r from technical they need technical training .
Rishee
From India, Pune
Hi Geeta, T&D is a huge vertical. What is the scope of your project? What value additions do you intend to have from it as a person and back to the organisation? Cheers K
From India, Madras
From India, Madras
Training is given to employees for different reasons
1.Induction Training at the time of joining
2.General Training
3.Task specific Training
Further the reasons for Training may be different.Like
.Training for new technology/new product/change in technology/product
.Soft skills training
.Human relations training
.Analytical training
Pleasenunderstand that there is diff.between training & Development.When we say dev. it is more related with skills & in most firms it is for key positions only.
You choose any firm & analyse the T & D policy,training needs,prepare Quesstionnaire,analyse it,give solotion,suggestions,recommendations.
Regards,
Sameer
From India, Thana
1.Induction Training at the time of joining
2.General Training
3.Task specific Training
Further the reasons for Training may be different.Like
.Training for new technology/new product/change in technology/product
.Soft skills training
.Human relations training
.Analytical training
Pleasenunderstand that there is diff.between training & Development.When we say dev. it is more related with skills & in most firms it is for key positions only.
You choose any firm & analyse the T & D policy,training needs,prepare Quesstionnaire,analyse it,give solotion,suggestions,recommendations.
Regards,
Sameer
From India, Thana
i hope you will find these things useful
Training Needs Assessment (TNA)
A training need exists when there is a gap between what is required of a person to perform their work competently and what they actual know.
A ˇ§training needs assessmentˇ¨, or ˇ§training needs analysisˇ¨, is the method of determining if a training need exists and if it does, what training is required to fill the gap.
The results of training needs analysis will highlight the subject matter needed to be covered during the training course. The knowledge and skills gained during the training will increase abilities and allow participants to perform their jobs at an acceptable level. The needs assessment can be quite simple and obvious. For example, when a new information system is introduced, it is assumed that no one has the knowledge to operate it ˇV and the training need is noted. However if the organization was switching systems, the need may not be so obvious. By conducting training needs analysis you can target the group that needs to be trained as well as hone in on exactly what training is required.
The purpose of conducting a needs assessment is to prevent a quick fix approach to business problems. A TNA done correctly will ensure the solution addresses the real issues and effectively focuses the appropriate resources, time and effort toward targeted solutions.
There is quite a bit of literature written on the topic. This paper presents only some major points.
The reasons for doing training needs assessment
„X To determine whether training is needed
„X To determine causes of poor performance
„X To determine content and scope of training
„X To determine desired training outcomes
„X To provide a basis of measurement
„X To gain management support
The Needs Assessment Process
The assessment can be as detailed and involved as needed. Factors to consider when considering the level of detail are time, money, number of people involved, criticalness of skill, anticipated return on investment?, resources available, etc. A comparison of some of the factors between in-depth and a mini assessment follows.
In-depth Mini
Type of Information Quantitative Qualitative
Methods Multi-tiered approach
Surveys
Observation
Interviews
Focus groups
Document reviews Interviews
Focus groups
Scope Widespread organizational involvement
Broad ranging objectives Fewer people involved
Short term focus
Length Several months to a year Few days to a week
Cost Expensive Inexpensive
Focus Linked o defined outputs Immediate, quick results
Exposure/Visibility High profile and risk Lower risk
Determine whom to assess
Again this depends on the goal and depth of the analysis. Categories of people can include:
Senior management Human resource personnel
Target population Vendors
Target population managers Clients
Direct reports (those who report to target population) Competitors
Co-workers and peers Industry experts or observers
Steps in the Needs Assessment Process
Step One: Identify Problem Needs
Determine organizational context
Perform gap analysis
Set objectives
Step Two: Determine Design of Needs Analysis
Establish method selection criteria
Assess advantages and disadvantages for methods
Step Three: Collect Data
Conduct interviews
Administer questionnaires and surveys
Review documents
Observe people at work
Step Four: Analyze Data
Conduct qualitative analysis
or Conduct Quantitative Analysis?
Determine solutions/recommendations
Step Five: Provide Feedback
Write report and make oral presentation
Determine next step ˇV Training needed?
Step Six: Develop Action Plan
Once this formal needs assessment process is completed the information is used as the basis for training design, development and evaluation. However you must continue to assess the attitudes, knowledge and skill level of participants prior to each session. Different audiences may have different needs. This can be done both through a basic questionnaire sent just prior to a specific training event and also during the welcome time of each session.
1. Excerpts from:
Basic Training For Trainers, A handbook for new trainers; Second Edition ˇV Gary Kroehnert, McGraw-Hill Book Company Sydney, 1995.
The Trainers Handbook, Karen Lawson, Jossey-Bass Pfeiffer San Francisco; 1998.
From Nigeria, Ibadan
Training Needs Assessment (TNA)
A training need exists when there is a gap between what is required of a person to perform their work competently and what they actual know.
A ˇ§training needs assessmentˇ¨, or ˇ§training needs analysisˇ¨, is the method of determining if a training need exists and if it does, what training is required to fill the gap.
The results of training needs analysis will highlight the subject matter needed to be covered during the training course. The knowledge and skills gained during the training will increase abilities and allow participants to perform their jobs at an acceptable level. The needs assessment can be quite simple and obvious. For example, when a new information system is introduced, it is assumed that no one has the knowledge to operate it ˇV and the training need is noted. However if the organization was switching systems, the need may not be so obvious. By conducting training needs analysis you can target the group that needs to be trained as well as hone in on exactly what training is required.
The purpose of conducting a needs assessment is to prevent a quick fix approach to business problems. A TNA done correctly will ensure the solution addresses the real issues and effectively focuses the appropriate resources, time and effort toward targeted solutions.
There is quite a bit of literature written on the topic. This paper presents only some major points.
The reasons for doing training needs assessment
„X To determine whether training is needed
„X To determine causes of poor performance
„X To determine content and scope of training
„X To determine desired training outcomes
„X To provide a basis of measurement
„X To gain management support
The Needs Assessment Process
The assessment can be as detailed and involved as needed. Factors to consider when considering the level of detail are time, money, number of people involved, criticalness of skill, anticipated return on investment?, resources available, etc. A comparison of some of the factors between in-depth and a mini assessment follows.
In-depth Mini
Type of Information Quantitative Qualitative
Methods Multi-tiered approach
Surveys
Observation
Interviews
Focus groups
Document reviews Interviews
Focus groups
Scope Widespread organizational involvement
Broad ranging objectives Fewer people involved
Short term focus
Length Several months to a year Few days to a week
Cost Expensive Inexpensive
Focus Linked o defined outputs Immediate, quick results
Exposure/Visibility High profile and risk Lower risk
Determine whom to assess
Again this depends on the goal and depth of the analysis. Categories of people can include:
Senior management Human resource personnel
Target population Vendors
Target population managers Clients
Direct reports (those who report to target population) Competitors
Co-workers and peers Industry experts or observers
Steps in the Needs Assessment Process
Step One: Identify Problem Needs
Determine organizational context
Perform gap analysis
Set objectives
Step Two: Determine Design of Needs Analysis
Establish method selection criteria
Assess advantages and disadvantages for methods
Step Three: Collect Data
Conduct interviews
Administer questionnaires and surveys
Review documents
Observe people at work
Step Four: Analyze Data
Conduct qualitative analysis
or Conduct Quantitative Analysis?
Determine solutions/recommendations
Step Five: Provide Feedback
Write report and make oral presentation
Determine next step ˇV Training needed?
Step Six: Develop Action Plan
Once this formal needs assessment process is completed the information is used as the basis for training design, development and evaluation. However you must continue to assess the attitudes, knowledge and skill level of participants prior to each session. Different audiences may have different needs. This can be done both through a basic questionnaire sent just prior to a specific training event and also during the welcome time of each session.
1. Excerpts from:
Basic Training For Trainers, A handbook for new trainers; Second Edition ˇV Gary Kroehnert, McGraw-Hill Book Company Sydney, 1995.
The Trainers Handbook, Karen Lawson, Jossey-Bass Pfeiffer San Francisco; 1998.
From Nigeria, Ibadan
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