4 Main Steps in Training Needs Analysis - Part 2 of 2

1. SWOT (Strengths, Weaknesses, Opportunities, Threats)

Identify the business performance areas within the organization.  Then perform a SWOT analysis on each of these areas.

2. Organizational Performance-Gap Analysis - Look at the sources of data that will help you identify your areas of measurement, including:

• Corporate Objectives
• Organizational Statistics
• Growth Strategies
• Manpower Requirements 
• Skills Inventories
• Organizational Benchmarks
• Management Requests
• Organizational Culture
• Organizational Change
• Organizational Constraints
• Economic Climate
• Legislation
• Availability of Qualified Staff

Isolate strategic objectives of the organization and performance gaps and link to each other.

3. Employee/Team Performance-Gap Analysis

Consider:

• New Recruitment Training 
• Technology Changes
• Job Role Changes
• Introduction of New Products or Services
• Competencies
• Appraisals
• Observation & Consultation 

4. Prioritization of Needs

• Must Know
• Essential Skills and Knowledge that will close the Performance Gap
• Should Know
• Skills and Knowledge that will aid staff in achieving performance targets
• Nice To Know
• Useful Skills and Knowledge that may assist performance

The Training Cycle

Once your organization performs a training needs analysis using the guidelines above, you will test and then implement a training solution.  A feedback system must also be designed to compare employee and team performance before and after the training.  Remember to allow time to reinforce concepts and practice the skills learned during the training.

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Importance Rather Than Urgency

As the world moves at a faster and faster pace, it's essential not only that things get done faster, but also that the right things get done in a timely manner.  It's crucial that employees work not only efficiently, but also effectively.

We choose to use our time consciously or unconsciously, and we often let others decide how we spend it.  Getting done what is important to us is time well-spent.  Doing what is important at work is productive.  By getting done what we want and need in the time we've allocated, our stress level is lower and our quality of life is improved.

So, how do we get what's important done in the time allocated?

Knowledge -- Choice -- Time

You need to know clearly what you need or want to do.  Make choices from among the actions that demand your time and schedule time to act on your choices.  Time management is about prioritizing objectives in order of importance rather than urgency.

Setting objectives is about planning.  Planning is about control.  Being in control is being self-empowered.

Setting goals can help us accomplish our priorities based on our values and roles.  In reality, goal-setting is planning for personal achievement.  You decide what you want to achieve with your time and then set the precise personal targets that will lead you to achievement.

We all have important things to do in our lives, but how do we remember how and when to do them?  One way is by making an effective list.  Prioritized to-do lists are lists of tasks necessary to achieve goals.  Lists can be extremely powerful, both as a method of organizing your time and as a method of reducing stress.  Often, problems may seem intimidating or too large.

You may have what seems like a huge number of demands on your time.  Start by writing down the tasks that face you, and if they are large, break them down into smaller and smaller elements until they are manageable.

Happy planning!

Until next time...







Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/