Achieving Organisational Success

This information will be helpful to you

If you are a Chief Executive, Division or Function Head who wants to develop the managerial talent in his or her business.

the Head of Human Resources or the person who is already responsible for talent management or Training and Development in an organisation.

You are a senior Executive in an organisation who is at the forefront to initiate Training for Organisational Development or a change initiative.

As an Organisational Development Leader if you plan to have a Training Program in your company, then Understanding the Needs-Assessment Process (TNA) is of prime importance before you source the correct Training partner or you plan to initiate Training.

Every year companies spend thousands and thousands of rupees in training programs that fail.
Why? Because they fail to provide programs that meet the specific business needs of the organization and the specific professional development needs of the employee.

A Training needs assessment (TNA) is the core of any training program. It gives you the basis for program development and establishes the criteria for measuring the success of the program after its completion.

Why Conduct a Needs Assessment?
1) To Determine Whether Training Is Needed.
2) To Determine Causes of Poor Performance.
3) To Determine Content and Scope of Training.
4) To Determine Desired Training Outcomes.
5) To Provide Basis of Measurement.
6) To Gain Management Support.

For more information on this topic

Please feel free to write to write to niraj.chitalia@gmail.com

A million dollar tip to save your Time Money and human resource energy:

Often employees do not know what is expected of them. They may have the knowledge, skills, and ability to do the job quite well but are not meeting the manager’s
expectations. If that is the case, then the training needs to be directed toward the manager rather than the manager’s employees.

A training solution is only appropriate for an individual who wants to perform but doesn’t know how. If an experienced, previously successful employee—or an entire work unit—suddenly shows a drop-off in performance, then the chances are that the cause lies elsewhere.

From my experience of being a consultant to organisations, I have learned that Training won’t do anything for the employee who doesn’t know how to do a job and really doesn’t want to learn either.

If the employee wants to do the job, but doesn’t know how, then training may likely be the right solution.

All too often, the training needs in an organization are viewed in isolation from the bottom-line results that the organization is seeking. As a result, training courses are not part of an overall strategy for performance improvement that supports organizational goals.

When this occurs, the design of a training program is often approached on a hit-or-miss basis. Many supervisors decide what they want to teach (or receive orders from management) without sufficient regard for what the participants need to learn so that the organization can succeed.

All this can be avoided by making an effort to assess the need for training, and the training participants, prior to training.

Gathering information about the training need and the actual or potential participants is the first step in designing

an active training program from scratch or tailoring an existing one for a specific group.

Unfortunately, the opportunity to assess the training situation is often limited by time constraints and a lack of availability of data. Even in less than ideal circumstances, however, some assessment is necessary before finalizing the design.

At the very least, it is helpful to obtain whatever information you can to answer the following questions:

1. What is the nature of the roles and tasks performed by the intended participants?

What competencies do these roles and tasks require?

2. How many participants will there be?

3. How familiar are the participants with the subject matter of the training program?

4. What are the ages, sexes, or other important descriptive factors of the participants?

5. What are their attitudes and beliefs relevant to the training topic?

6. What successes and problems have the participants encountered?

7. What is the competence level of the participants?

8. Is the training voluntary or mandatory?

9. How well do the participants know one another?

10. What, if any, expectations do the participants’ supervisors have with regard to the training program?

When a problem exists within an organization, the first impulse is often to solve it with a training program. But training is not always the right solution, because

the root cause of the problem is not always a lack of knowledge or skill. Instead,according to Gilbert (1996), it might also be any of the following:

• Unclear performance expectations and poor performance feedback

• Lack of tools, resources, and materials to do the job

• Inadequate financial and other rewards

• A poor match between employees’ skills and the requirements of the job

• Lack of assurance of job security

Consequently, before even thinking about developing a training program,

you need to determine whether training is the answer to the concerns being addressed. This requires an assessment process that, at its minimum, involves

three steps:

1. Pinpoint the problem by interviewing the client, uncovering underlying

issues, and identifying key stakeholders.

2. Confirm the problem by interviewing stakeholders, assessing the effect

of the problem on the organization.

3. Seek solutions by identifying possible actions and gaining consensus on

an action plan.

If the problem can be solved with training, some form of assessment is needed to help determine the training content. For instance, your group may need certain information or skills more than others. Perhaps the group has some prior exposure to the training topic and now requires more advanced knowledge and skills. Or possibly the group faces certain problems that will affect how much they can apply what you are going to teach them. Without such assessment information, it will be difficult to gear your program to the participants’ needs.

Here are some examples of how assessment work completed prior to the training program paid off.

EXAMPLE: A bank manager felt that his customer service personnel needed further product knowledge training. An assessment survey revealed that what they needed more than additional product knowledge was training on how to

sell the bank products to potential customers. The subsequent training was well received by the participants and led to increased sales figures for the

branches.

EXAMPLE: A trainer in a large retail organization was about to deliver the company’s standard course for store managers. She learned from exit interviews of store employers that their biggest reason for leaving was a lack of recognition by managers. She decided to add a module on employee recognition, a topic that had not been previously included in the standard course.

There are other good reasons to do assessment prior to the training program.

EXAMPLE: For a sales training course in the office automation industry, a trainer obtained examples of how area sales managers failed to collect ongoing feedback from accounts that had made recent purchases. The examples were woven into role-playing exercises that successfully engaged participants who previously had disliked the “artificiality” of role playing.

One further reason to conduct assessments is the opportunity it affords to develop a relationship with participants prior to meeting them at the training

site.

Sending a questionnaire to participants, for instance, can be an occasion for writing about yourself and your plans for the upcoming program or for learning about their expectations. Phoning, e-mailing, or visiting some or all of the participants for an assessment interview can represent a chance to get

acquainted in depth. Having some prior contact with participants reduces thefeeling of awkwardness when you meet in the classroom at the start of the program.

EXAMPLE: A training consultant was asked to conduct a course on organizational change for a management team in an insurance company. When he learned that some members strongly opposed the course, he arranged a meeting prior to the start-up date to gain their trust and willingness to participate.

The consultant clarified the agenda of the course and responded to the concerns of the group. At the conclusion of the meeting, he obtained not only their agreement to participate but also their commitment to play an active role in planning the course.

To summarize, three major reasons exist for assessing participants prior to the beginning of a training program:

1. It helps to determine the training content.

2. It allows you to obtain case material.

3. It permits you to develop a relationship with participants.

Example : STRESS MANAGEMENT

WORKSHOP PARTICIPANT QUESTIONNAIRE

In order to make your stress management workshop productive for you, please

take a few minutes to respond to the following:

1. My current job position is:_________

2. I have been to a stress management workshop before.

_____ never _____ once before _____ twice or more before

3. I would benefit by a general overview of stress management strategies.