Competency-Based Training Needs Analysis

Introduction

Objectives

At the end of this program you will be able to:

• Master and be able to use the new approach to TNA including competence analysis
• Priorities Training needs as to their importance to the business
• Practice and gain confidence using case studies to reinforce learning
• Understand and be able to demonstrate how much training costs, using a quick unit cost process
• Improve on the development of individuals within the organization for succession planning and development
• Translate business needs into training needs by using outcome objectives
• Know how to translate unit costs of training into either program costs or into a budget
• Know the limitations of three of the existing models of evaluation and master the use of the 10 step evaluation method
• Be able to demonstrate the cost of not evaluating training activities
• Produce added value tables which will show which training adds value and which does not
• Use the tools of measurement to measure training effectiveness in the class room and in the work place
• Segment training into priority categories for evaluation
• Practice and be able to use evaluation methods including the costs
• Be able to know how to measure skill, knowledge, behavior, competency, style, self belief, attitudes and personality

Training Methodology

We use a combination of formal presentations, group and individual exercises, psychological and work inventories, case studies, role-plays and discussions. Inter-group discussions to share working experiences are also an important ingredient. Skills are introduced and then revisited at regular intervals throughout the program. This helps reinforce and imbed skills and performance.

The tutors are also available for one-to-one discussions with delegates on issues or problems they may wish to raise.

Who Should Attend?

Budget holders for training, HR Professionals, Training Professionals, training co coordinators and any line professional who what’s to see results from training. In addition anyone in the organization who wishes to see training contributing to business effectiveness.

Course Outline

Making the case for effective Training needs analysis

• Introductions and course objectives
• The need for doing effective training needs analysis –what the press and research shows
• Traditional TNA models – what the latest thinking shows and what we need to do. Case study and group exercise
• The four quadrant model of TNA – a new way of analysis
• Who is the customer? Conflicting needs –
• TNA Quadrant one- Corporate driven needs
• The four business drivers at corporate level - Use of the four cog model - case study and exercise
• Corporate needs into action - how much of the process is governed by TNA?
• Case study on organizational change - group work - the McGregor video
• Identifying the major drivers worldwide that affects organizational TNA

TNA Quadrant two – Department needs

• The specific requirement departments have – relationship with yearly operating plans
• Speed of action form identification to action – on going monitoring – what’s needed?
• Case study – creating self empowered teams – group work and video “team work in action”
• Departments – your most challenging customer
• Dealing with the worst customers – what do you do with awful people?
• The third quadrant and forth quadrants – team and individual TNA
• Unique requirements of teams – video – group exercise
• Watching for social loafers – the scourge of team working
• How to use the Adair model to help in the analysis process – questionnaire
• DVD the task, team and individual concept in action -discussion
• The all ways to train but not by attending a training course
• The place of testing to position individuals for development of training
• How to priorities training – unique and quick system

How to cost and specify training needs

• Understanding development times and costs for training
• How Unit costs work – group exercise
• Writing needs in training objectives terms – how it benefits the process
• How will you measure your success from this course? – Individual applications for action
• Understanding the Difference between Evaluation and Validation
• Understanding Evaluation and the significant difference over validation and the difference between ROI and added value– group exercise
• Understanding the process of evaluation and its position in the training cycle – case study

Using the 10 step process to evaluate training

• How to use the 10 step process to produce training evaluation
• Methods of measuring training – practical demonstrations to cover skill, knowledge, behavior, competency, style, self belief, attitudes and personality
• How to cost out training, getting to grip with unit costs and deciding what parameters should be used for measurement
• Practical exercise on a case study – putting theory into practice

Practical examples of the evaluation of training

• Case Study One – computer keyboard skills – group exercise and presentation
• Case Study Two – Telephone skills training – group exercise and presentation
• Case Study Three – creating self empowered teams and organizational change – group exercise and presentation