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Training and Development

These are further explained this presentation. There are three levels of needs analysis, namely: 1. An Organization Analysis 2. A Task Analysis 3. A Person Analysis The Needs-Analysis Process (Figure 4. 1 page 101) Concern Important? Yes Consult Stakeholders No Terminate collect International Organizational Analysis Task Analysis Person Analysis 1 . 1. Define Desired Strategy 2. Environment 1 . Identify Target Jobs 2. Obtain Description 3. Resource Analysis 3. Develop Rating Scales 2. Determine Gap 3. Identify Obstacles 4. Organizational Context 4. Survey Incumbents 5.

Analyze and Interpret Information 6. Provide Feedback Outcome . Performance Gaps Solutions to performance gaps 2. Where training is needed 3. The type of training needed 4. Who needs to be trained 5. Specification of learning objectives 6. How training should be designed and delivered 7. The development of criteria for evaluation 8. There are four (4) major interrelated steps involved in Needs Analysis process, briefly explained as below: Step One: A Concern This is the process of identifying training needs in an employee or an Most times, this starts slowly leading to an “itch” or a “pressure organization. Ђ point” before the managers begin to notice the problem or gap. A concern could be as

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subtle as noticing the way employees treat customers in a manner that is not consistent with the organizational policy or it could be on a larger scale involving product quality, efficiency or productivity as a result of unskilled workforce In addition to internal concerns within an organization, the ‘pressure’ could sometimes come from the external environment such as a change in government legislation regarding employee relations Two case studies were provided involving

Technical Canada and Boston Pizza (please see pages 101-104 in the textbook) Step Two: Importance The next step once a concern has been raised or identified is to determine if it is fundamental to the effectiveness of the organization. The following are critical in understanding the relativity of the a concern to an organization: Awareness of the strategic orientation of the organization Cockier understanding of the goals, plans, changes in technology, practices and regulations etc. Thin the organization Human resources policies and training strategy should support organization’s efforts in achieving its goals I. . HER policies must be linked with the strategic direction of ten organization cost Implications AT ten problem I. E. Does ten current performance cost the company in lost productivity or dissatisfied customers? Ђ The IBM scenario showed the relationship between the concern (customers complaints) and one of the company’s strategic goal – customer satisfaction (please see page 102 in the textbook) Step Three: Consult Stakeholders

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