By the end of this seminar delegates will be able to:
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Identify and be able to use the 4 level model for doing training needs analysis
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Master how competencies are constructed and know which are is the best to train to get good results
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Be able to use the new priority process (2009) to be able to prioritise all training requests
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Master training evaluation using the 10 step model
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Know what training is suitable for evaluation and which is not
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Have practiced evaluating a series of training courses
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Know how unit costs work and how to use them to make evaluation easy
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Measure the effectiveness of training using the latest evaluation model
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Demonstrate trends and do efficiency analysis
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Set up and effectively measure any element of delivered training & be able to demonstrate training efficiency
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Measure skills, knowledge, behaviour, competency, style, self belief, attitudes and personality
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Demonstrate how trend changes can benefit the organisation
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Be able to measure competency by, department or company wide, using specific software packages
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Develop an understanding human resources development and personnel management practices
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Develop awareness the advantages of effective human resource management
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To develop awareness of key HR and HRD strategies for improving organisational success
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Demonstrate trends and do efficiency analysis
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Set up and effectively measure any element of delivered training & be able to demonstrate training efficiency
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Measure skills, knowledge, behaviour, competency, style, self belief, attitudes and personality
SEMINAR OUTLINE
New Approaches to Training Needs Analysis
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Introductions and course objectives
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Alternative options to TNA – DVD Johnsonville foods
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The four quadrant model of TNA – a new way of analysis
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Use of a training schema to establish the complete training process and set the rules
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Who is the customer? Conflicting needs
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Use of a coding system to code the different types of training
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Corporate needs into action – how much of the process is governed by TNA?
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Case study on organisational change –group work
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Identifying the major drivers world wide that affect organisational TNA Review
Quadrant Two Department Needs & Quadrant Three Team Needs
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The specific requirement departments have – relationship with yearly operating plans
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Speed of action form identification to action – on going monitoring – what’s needed? Specific analysis tools
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Case study – creating self empowered teams – group work and DVD FFS
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Departments – your most challenging customer
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Quadrant three- TNA for teams – what are there special needs?
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Use of the Adair model to aid TNA – DVD The Adair model in action
Individual Needs, Dealing with Priorities and Training Unit Costs
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Individual needs – group exercise
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The 45 ways to train but not by attending a training course
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How to prioritise training – unique and quick system
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Understanding and mastering competencies
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New software advances to simplify and reduce TNA error
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Understanding unit costs and budgets for training – essential for TNA and evaluation
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Group exercise – construct a budget in under 20 minutes
Mastering the Evaluation Process
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Validation v Evaluation – what is the difference?
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Current models explained, Kirkpatrick, CIRO, IES and the 10 step process
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Understanding the process of evaluation and its position in the training cycle scheme
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How to use the 10 step process to produce training evaluation –each step explained – team exercises
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The evaluation formula
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How you decide what training needs evaluating – use of our priority model
Practical Examples of Evaluation – Your Chance to Master the Techniques
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Case Study One – skills – group exercise and presentation
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Case Study Two – telephone sales training
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Accountability of training department to guarantee and produce results
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Should all training be subject to evaluation?
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Work on back at work presentations
The Added Value Role of Today’s Training Analyst
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What value does training offer – group exercise
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The need for training to produce measurable results
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It’s vital to know who your customer is
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Establishing a training process that works and is auditable –the new schema
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Mastering training costs and budgets –group exercise
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Managing and being accountable for training expenditure
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Adding value through training activities – examples
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The role of the training analyst – presentations
How People Lean and Barriers To Learning
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Learning style and their impact on training courses
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How we can inexpensively measure learning style –demonstration
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Personality and its impact on training results –the big five explained
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What can training realistically achieve – case study and discussion
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Can you overcome learning difficulties?
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Critical times to get the best from training – more time in the class room is not always the answer – demonstration
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Retention and its critical role in what we can remember
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Motivation factors in learning – what can we do differently?
Specifying and Constructing Training Properly
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What are learning outcome objectives and why do we need them?
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How to write learning outcome objectives – group exercise
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The document needed for any training course –thee critical documents
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Maximising the use of visual aid and other aids
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How to calculate room size needed and screen size
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Sound and it part in aiding learning
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The benefit of using specific training videos – examples
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Use of “clipped” video sequences – examples
Training Analysis - The Key Areas of Measurement
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Budget spent and the monitoring of costs
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Creating value from training –examples
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Understanding fully how competency frameworks work
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Setting standards for competency and measuring competency improvement
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What is performance – is it related to competency?
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Measuring improvements after training –how to do it
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Competence + performance = productivity
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Software needed to measure competence and performance – also automating TNA
Measuring and Reporting Training Results
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Formulas needed (added value) and unit costs
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Maximising but controlling training activities
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The new leadership role of training
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Dealing with uncertainty during training
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Case studies showing training success
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Should training functions be profit centres
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What is the role of end of course questionnaires?
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Your actions when returning to work
Training Learning & Development
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Career management
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Personal development
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Coaching
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Mentoring
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E-learning
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How flat organisational structures and empowered teams affect training and development
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Self Development
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360 degree feedback as a development tool
The Added Value Role of Today’s Training Analyst
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What value does training offer – group exercise
-
The need for training to produce measurable results
-
It’s vital to know who your customer is
-
Establishing a training process that works and is auditable –the new schema
-
Mastering training costs and budgets –group exercise
-
Managing and being accountable for training expenditure
-
Adding value through training activities – examples
-
The role of the training analyst – presentations
How People Lean and Barriers To Learning
-
Learning style and their impact on training courses
-
How we can inexpensively measure learning style –demonstration
-
Personality and its impact on training results –the big five explained
-
What can training realistically achieve – case study and discussion
-
Can you overcome learning difficulties?
-
Critical times to get the best from training – more time in the class room is not always the answer – demonstration
-
Retention and its critical role in what we can remember
-
Motivation factors in learning – what can we do differently?
Specifying and Constructing Training Properly
-
What are learning outcome objectives and why do we need them?
-
How to write learning outcome objectives – group exercise
-
The document needed for any training course –thee critical documents
-
Maximising the use of visual aid and other aids
-
How to calculate room size needed and screen size
-
Sound and it part in aiding learning
-
The benefit of using specific training videos – examples
-
Use of “clipped” video sequences – examples
Training Analysis - The Key Areas of Measurement
-
Budget spent and the monitoring of costs
-
Creating value from training –examples
-
Understanding fully how competency frameworks work
-
Setting standards for competency and measuring competency improvement
-
What is performance – is it related to competency?
-
Measuring improvements after training –how to do it
-
Competence + performance = productivity
-
Software needed to measure competence and performance – also automating TNA
Measuring and Reporting Training Results
-
Formulas needed (added value) and unit costs
-
Maximising but controlling training activities
-
The new leadership role of training
-
Dealing with uncertainty during training
-
Case studies showing training success
-
Should training functions be profit centres
-
What is the role of end of course questionnaires?
-
Your actions when returning to work