• Identify and be able to use the 4 level model for doing training needs analysis
• Master how competencies are constructed and know which are is the best to train to get good results
• Be able to use the new priority process (2009) to be able to prioritise all training requests
• Master training evaluation using the 10 step model
• Know what training is suitable for evaluation and which is not
• Have practiced evaluating a series of training courses
• Know how unit costs work and how to use them to make evaluation easy
• Measure the effectiveness of training using the latest evaluation model
• Demonstrate trends and do efficiency analysis
• Set up and effectively measure any element of delivered training & be able to demonstrate training efficiency
• Measure skills, knowledge, behaviour, competency, style, self belief, attitudes and personality
• Demonstrate how trend changes can benefit the organisation
• Be able to measure competency by, department or company wide, using specific software packages
• Develop an understanding human resources development and personnel management practices
• Develop awareness the advantages of effective human resource management
• To develop awareness of key HR and HRD strategies for improving organisational success
• Demonstrate trends and do efficiency analysis
• Set up and effectively measure any element of delivered training & be able to demonstrate training efficiency
• Measure skills, knowledge, behaviour, competency, style, self belief, attitudes and personality

SEMINAR OUTLINE

New Approaches to Training Needs Analysis

• Introductions and course objectives
• Alternative options to TNA – DVD Johnsonville foods
• The four quadrant model of TNA – a new way of analysis
• Use of a training schema to establish the complete training process and set the rules
• Who is the customer? Conflicting needs
• Use of a coding system to code the different types of training
• Corporate needs into action – how much of the process is governed by TNA?
• Case study on organisational change –group work
• Identifying the major drivers world wide that affect organisational TNA Review

Quadrant Two Department Needs & Quadrant Three Team Needs

• The specific requirement departments have – relationship with yearly operating plans
• Speed of action form identification to action – on going monitoring – what’s needed? Specific analysis tools
• Case study – creating self empowered teams – group work and DVD FFS
• Departments – your most challenging customer
• Quadrant three- TNA for teams – what are there special needs?
• Use of the Adair model to aid TNA – DVD The Adair model in action

Individual Needs, Dealing with Priorities and Training Unit Costs

• Individual needs – group exercise
• The 45 ways to train but not by attending a training course
• How to prioritise training – unique and quick system
• Understanding and mastering competencies
• New software advances to simplify and reduce TNA error
• Understanding unit costs and budgets for training – essential for TNA and evaluation
• Group exercise – construct a budget in under 20 minutes

Mastering the Evaluation Process

• Validation v Evaluation – what is the difference?
• Current models explained, Kirkpatrick, CIRO, IES and the 10 step process
• Understanding the process of evaluation and its position in the training cycle scheme
• How to use the 10 step process to produce training evaluation –each step explained – team exercises
• The evaluation formula
• How you decide what training needs evaluating – use of our priority model

Practical Examples of Evaluation – Your Chance to Master the Techniques

• Case Study One – skills – group exercise and presentation
• Case Study Two – telephone sales training
• Accountability of training department to guarantee and produce results
• Should all training be subject to evaluation?
• Work on back at work presentations

The Added Value Role of Today’s Training Analyst

• 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

Training Learning & Development

• Career management
• Personal development
• Coaching
• Mentoring
• E-learning
• How flat organisational structures and empowered teams affect training and development
• Self Development
• 360 degree feedback as a development tool

The Added Value Role of Today’s Training Analyst

• 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