Post on 19-Jan-2016
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Training ContextTraining Context
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Training ContextTraining Context
The technique of surveying the training The technique of surveying the training and developing needs in an organizationand developing needs in an organization
Measuring the impact of training and Measuring the impact of training and developmentdevelopment
Integrating training and development Integrating training and development with the proper placementwith the proper placement
Advancement and performance appraisal Advancement and performance appraisal of the executiveof the executive
Designing executive performance Designing executive performance appraisal systemappraisal system
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Need AnalysisNeed Analysis
Need Analysis – in a nutshellNeed Analysis – in a nutshell– Obstacles to achievement of objectivesObstacles to achievement of objectives– Identification of symptomsIdentification of symptoms– Gather evidenceGather evidence– Analyze the human resource Analyze the human resource
performance shortfallperformance shortfall– Agree to training needs with operating Agree to training needs with operating
managementmanagement
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Need AnalysisNeed Analysis
What should a training needs What should a training needs analysis coveranalysis cover– Organization needsOrganization needs– Occupational needsOccupational needs– Individual needsIndividual needs– Residual needsResidual needs
Unmet needs from earlier analysisUnmet needs from earlier analysis
– Present needs Present needs – Future needsFuture needs
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Need AnalysisNeed Analysis
Type of needsType of needs– Technical needsTechnical needs– Culture change needsCulture change needs– Soft skillsSoft skills– Trainer skillsTrainer skills
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Need AnalysisNeed Analysis
Customer complaintsCustomer complaints Delays caused by Delays caused by
errors and mistakeserrors and mistakes Low outputLow output AbsenteeismAbsenteeism High employee High employee
turnoverturnover Excessive maintenance Excessive maintenance
costscosts Accidents in plantAccidents in plant Bottlenecks in Bottlenecks in
productionproduction Poor communicationPoor communication
Recruitment problemsRecruitment problems Ignorance of policies Ignorance of policies
and proceduresand procedures Quality standards poorQuality standards poor Poor leadershipPoor leadership Internal politicsInternal politics In-effective delegationIn-effective delegation Too much of wasteToo much of waste Crisis managementCrisis management Lack of flexibilityLack of flexibility Poor management Poor management
Organizational need symptomsOrganizational need symptoms
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Need AnalysisNeed Analysis Six step model for identifying training Six step model for identifying training
needsneeds1.1. Organize and planOrganize and plan
Set out priorities, milestones and success criteriaSet out priorities, milestones and success criteria Set up a project planSet up a project plan Gain agreement on what is expected of youGain agreement on what is expected of you Work out what actions are required and how long Work out what actions are required and how long
they should takethey should take
2.2. Collect the informationCollect the information Use variety of methodsUse variety of methods Design a structured surveyDesign a structured survey Obtain commitment from line managementObtain commitment from line management Encourage and develop co-operation and trustEncourage and develop co-operation and trust Gain support from all stakeholdersGain support from all stakeholders
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Need AnalysisNeed Analysis
3.3. Determine the problems and prioritiesDetermine the problems and priorities List, categorize and analyzeList, categorize and analyze Identify underlying issuesIdentify underlying issues Determine prioritiesDetermine priorities Remain flexibleRemain flexible
4.4. Develop outline solutionsDevelop outline solutions Encourage creative inputEncourage creative input Balance against operational constraintsBalance against operational constraints Commit a simple frameworkCommit a simple framework Introduce informal discussion documentIntroduce informal discussion document Discuss with operation line management Discuss with operation line management Make changes or rewriteMake changes or rewrite
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Need AnalysisNeed Analysis
5.5. Re-examine and discuss with senior Re-examine and discuss with senior managementmanagement Finalize the broad issuesFinalize the broad issues Confirm agreement on prioritiesConfirm agreement on priorities Inform line management on low priority needsInform line management on low priority needs Pay careful attention to detailsPay careful attention to details
6.6. Present final report to management to Present final report to management to commission the training need analysiscommission the training need analysis Include no surprisesInclude no surprises Clear plan of action as agreed earlierClear plan of action as agreed earlier It is a contract documentIt is a contract document
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Need AnalysisNeed Analysis
Organization and planning the training needs Organization and planning the training needs studystudy
1.1. Terms of referenceTerms of reference BackgroundBackground Aim of studyAim of study ClientClient The project teamThe project team ScopeScope BudgetBudget MethodologyMethodology TimescaleTimescale ReportingReporting
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Need AnalysisNeed Analysis
2.2. Resources availableResources available Time requirementTime requirement BudgetBudget PersonnelPersonnel
3.3. Existing training documentationExisting training documentation Training PolicyTraining Policy Training plans and budgetsTraining plans and budgets Previous training needs and analysis reportsPrevious training needs and analysis reports
4.4. Occupational documentsOccupational documents Job descriptionsJob descriptions Role profilesRole profiles Performance appraisal reportsPerformance appraisal reports Competency assessment reports Competency assessment reports
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Need AnalysisNeed Analysis
Design and implementation of Design and implementation of surveysurvey
1.1. Preparation and analysisPreparation and analysis Terms of referenceTerms of reference Desk study of standard dataDesk study of standard data Areas for investigationAreas for investigation Design interview instrumentDesign interview instrument Validate survey designValidate survey design Focus on key areasFocus on key areas Collation and analysisCollation and analysis Identification of needsIdentification of needs
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Need AnalysisNeed Analysis
2.2. Information gatheringInformation gathering– Preliminary review with key personnelPreliminary review with key personnel– Conduct structured interviewsConduct structured interviews– Conduct small group conferencesConduct small group conferences– Telephone interviewsTelephone interviews– Questionnaire Questionnaire
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Need AnalysisNeed Analysis
3.3. Structure pro-formaStructure pro-forma– Common pointsCommon points
Name of respondentName of respondent Job titleJob title Level / GradeLevel / Grade Date of report / interviewDate of report / interview
– ObjectivesObjectives Current issuesCurrent issues Impact of changes in environmentImpact of changes in environment Determining future plans and objectivesDetermining future plans and objectives Assess requirement of new methods, skills, Assess requirement of new methods, skills,
knowledge and behaviorknowledge and behavior Establish new immediate and future priorities Establish new immediate and future priorities
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Need AnalysisNeed Analysis Sample 1Sample 1 Questions / Questionnaire Questions / Questionnaire
– What are the main functions of your departments?What are the main functions of your departments?– What are the aims and objectives of your departmentWhat are the aims and objectives of your department
Are the objectives clear?Are the objectives clear? Who sets them?Who sets them? How are performance levels set?How are performance levels set? How realistic are plans and targets?How realistic are plans and targets? What are the priorities/What are the priorities/ How are they set?How are they set?
– How is the functioning of the department?How is the functioning of the department? How clear are the individual responsibilities?How clear are the individual responsibilities? Are the jobs well defined?Are the jobs well defined? Are all jobs interesting?Are all jobs interesting? Is job rotation employedIs job rotation employed What are the barriers for efficient operationWhat are the barriers for efficient operation
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Need AnalysisNeed Analysis What needs you identify What needs you identify
– For your departmentFor your department– For you as individualFor you as individual
How do you maintain controlHow do you maintain control– How many people are reporting to you?How many people are reporting to you?– Are their any issues in regards to control?Are their any issues in regards to control?
How do you maintain interdepartmental How do you maintain interdepartmental communicationcommunication– Which departments you work with closely?Which departments you work with closely?– Do they provide satisfactory service?Do they provide satisfactory service?– Do you receive any complaints?Do you receive any complaints?– What needs do you identify for improving What needs do you identify for improving
interdepartmental co-operation and effectiveness interdepartmental co-operation and effectiveness
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Need AnalysisNeed Analysis What contacts will help you in improving effectiveness?What contacts will help you in improving effectiveness?
– In company contactsIn company contacts– Outside the organizationOutside the organization– Desirable contactsDesirable contacts
How will your department be affected by the following How will your department be affected by the following change in next 12 monthschange in next 12 months– New TechnologyNew Technology– New EquipmentNew Equipment– New products / servicesNew products / services– ProceduresProcedures– LegislationLegislation– RecruitmentRecruitment
How will you meet the changes in the next twelve months?How will you meet the changes in the next twelve months? Create the list of priorities for yourself and your Create the list of priorities for yourself and your
departments?departments?
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Need AnalysisNeed Analysis Sample 2 (Questionnaire)Sample 2 (Questionnaire)
1.1. Summarize the nature of your jobSummarize the nature of your job2.2. Which aspects of your job are seen as most difficult?Which aspects of your job are seen as most difficult?3.3. Why are those aspects more difficult than othersWhy are those aspects more difficult than others4.4. What help would you require to do those things more What help would you require to do those things more
effectively?effectively?5.5. How Many people do you manage directly?How Many people do you manage directly?6.6. What particular strengths can you identify amongst your What particular strengths can you identify amongst your
team?team?7.7. What aspects of work appear to cause your staff most What aspects of work appear to cause your staff most
difficulty?difficulty?8.8. What changes have been there in your team during last two What changes have been there in your team during last two
years?years?9.9. What changes do you predict in your team in the next two What changes do you predict in your team in the next two
years?years?10.10. Prioritize the needs of your team?Prioritize the needs of your team?
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Need Analysis Need Analysis
Symptom Problems Training Cost Expected Benefit
Cause Effect Method Objective
Collation of Information
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Need AnalysisNeed Analysis Need Analysis ReportNeed Analysis Report
– IntroductionIntroduction Report structureReport structure AcknowledgementsAcknowledgements
– OverviewOverview Brief conclusion and recommendationBrief conclusion and recommendation
– Main contentsMain contents SectionsSections ReferencesReferences
– AuditAudit Study methodsStudy methods Factual evidenceFactual evidence
– ConclusionConclusion– RecommendationRecommendation
PrioritiesPriorities Trainer inputsTrainer inputs
– AppendixAppendix
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Training ImpactTraining Impact Evaluation of TrainingEvaluation of Training
– ReactionReaction Ratings of courseRatings of course Ratings of trainersRatings of trainers SatisfactionSatisfaction
– LearningLearning KnowledgeKnowledge SkillSkill AttitudesAttitudes
– Job behaviorJob behavior Post training interviewPost training interview On the job observationOn the job observation Application of new skillsApplication of new skills
– ResultsResults Business impact over a periodBusiness impact over a period Periodic improvementPeriodic improvement Customer satisfactionCustomer satisfaction Return on InvestmentReturn on Investment
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IntegratingIntegrating Integrating training and development with Integrating training and development with
placementplacement– Indicates management’s desire to focus on Indicates management’s desire to focus on individual individual
aspirationsaspirations along with organization development along with organization development Training design for future needs Training design for future needs
– OrganizationOrganization– IndividualsIndividuals
KnowledgeKnowledge SkillsSkills Job profileJob profile
Succession planningSuccession planning Expansion plansExpansion plans Merger & AcquisitionsMerger & Acquisitions De-layeringDe-layering Orientation of traineesOrientation of trainees
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IntegratingIntegrating Advantages of integrating training with placementAdvantages of integrating training with placement
– Effective Talent managementEffective Talent management RecruitmentRecruitment RetentionRetention DevelopmentDevelopment
– EfficiencyEfficiency– TrustTrust– Greater involvementGreater involvement– Impact on other employeesImpact on other employees– FlexibilityFlexibility– Effective use of resourcesEffective use of resources– Business impactBusiness impact– Good cultureGood culture
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AdvancementAdvancement Advancement of the executive should be Advancement of the executive should be
based on his performancebased on his performance Performance evaluation against Performance evaluation against
– ObjectivesObjectives OrganizationOrganization IndividualIndividual
– StandardsStandards PerformancePerformance BehaviorBehavior
– PotentialPotential AbilityAbility LeadershipLeadership
– Factual sources of information Factual sources of information
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Design of Performance Appraisal Design of Performance Appraisal systemsystem– Objectives of Performance EvaluationObjectives of Performance Evaluation
Career progressionCareer progression Ratings for career planRatings for career plan Annual IncrementsAnnual Increments Identification of training needsIdentification of training needs Make development program for the Make development program for the
individualindividual
Performance AppraisalPerformance Appraisal
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Performance AppraisalPerformance Appraisal Following four steps constitute performance Following four steps constitute performance
appraisalappraisal 1.1. Establishing Performance StandardsEstablishing Performance Standards
2.2. Recording PerformancesRecording Performances
3.3. Evaluating Performances against StandardsEvaluating Performances against Standards
4.4. Action PlanAction Plan
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Performance AppraisalPerformance Appraisal
1.1. Establishing Performance StandardsEstablishing Performance Standards– Performance standards are designed to measure the Performance standards are designed to measure the
performance of activities that the company considers performance of activities that the company considers most importantmost important
– It is important to recognize the nature of the job before It is important to recognize the nature of the job before setting standards of performancesetting standards of performance
– It requires considerable knowledge to know the It requires considerable knowledge to know the individual potential and what he is capable of individual potential and what he is capable of producingproducing
– Knowledge of job, skills, strengths and weaknesses, Knowledge of job, skills, strengths and weaknesses, policies and expenses in different situations help in policies and expenses in different situations help in establishing performance standardsestablishing performance standards
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Performance AppraisalPerformance Appraisal1.1. Establishing Performance Standards contd…Establishing Performance Standards contd…– Most companies use several quantitative performance Most companies use several quantitative performance
standards:standards: Organization PerformanceOrganization Performance Net Profit / Gross Margin ratioNet Profit / Gross Margin ratio Territorial Market shareTerritorial Market share Customer feedbackCustomer feedback Calls per dayCalls per day Calls frequency ratioCalls frequency ratio Average cost per callAverage cost per call Order call ratioOrder call ratio Average order sizeAverage order size Non selling activitiesNon selling activities
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Performance AppraisalPerformance Appraisal
1.1. Establishing Performance Standards Establishing Performance Standards contd…contd…
– Quality performance criteria are used in Quality performance criteria are used in addition to quantity standardsaddition to quantity standards Handling customer relations problemsHandling customer relations problems Product KnowledgeProduct Knowledge Knowledge of customer needsKnowledge of customer needs AttitudeAttitude AdaptabilityAdaptability Team workTeam work ReliabilityReliability DiligenceDiligence Participation in meetingsParticipation in meetings
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2.2. Recording performancesRecording performances– It is necessary to gather and record It is necessary to gather and record
performanceperformance– Establish sources of performance informationEstablish sources of performance information
SalesSales ActivityActivity ExpensesExpenses Calculation of profitsCalculation of profits FeedbackFeedback Project managementProject management Training impact Training impact Usage of learningUsage of learning
Performance AppraisalPerformance Appraisal
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Sources of InformationSources of Information– Performance Reports / FeedbackPerformance Reports / Feedback
Monthly, Annual performance against objectivesMonthly, Annual performance against objectives– Activity reportsActivity reports
Daily, Weekly, Monthly,Daily, Weekly, Monthly, Adherence to planAdherence to plan Inter–office communicationInter–office communication
– Expense ReportsExpense Reports Expense as % to salesExpense as % to sales Areas to monitor & minimizeAreas to monitor & minimize
– Training feedbackTraining feedback ReactionReaction ImplementationImplementation ImpactImpact
Performance AppraisalPerformance Appraisal
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3.3. Evaluating performance against Evaluating performance against standardsstandards– Feedback Feedback
Quarterly on both quality and quantityQuarterly on both quality and quantity 360 feedback360 feedback Appreciation for improvementAppreciation for improvement Identification of causes of problemsIdentification of causes of problems Prove help where necessaryProve help where necessary Define and state consequencesDefine and state consequences
– Annual performance evaluation Annual performance evaluation interviewinterview
Performance AppraisalPerformance Appraisal
0
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Performance AppraisalPerformance Appraisal
360 Feedback360 Feedback– Feedback by Superiors, Peers and subordinates Feedback by Superiors, Peers and subordinates
to identify:to identify: Strengths, Areas of improvement, Teamwork, Strengths, Areas of improvement, Teamwork,
Cooperation, Knowledge, Inter-personal skills and Cooperation, Knowledge, Inter-personal skills and Growth potentialGrowth potential
Entire feedback is combined and shared with the Entire feedback is combined and shared with the individual by HR without disclosing the names of individual by HR without disclosing the names of individual and their specific feedback individual and their specific feedback
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Methods of conducting Evaluation Methods of conducting Evaluation interviewinterview– Provide 1-2 weeks prior information to individual Provide 1-2 weeks prior information to individual
who is being evaluatedwho is being evaluated– Select proper place for interviewSelect proper place for interview– Carry performance records Carry performance records – Avoid any disturbance during the interviewAvoid any disturbance during the interview
No phones, no guestNo phones, no guest– Begin with positivesBegin with positives– Take time to relax with tea, coffee during the Take time to relax with tea, coffee during the
processprocess– Maintain healthy discussion based on factsMaintain healthy discussion based on facts– Make it appear as discussion for developmentMake it appear as discussion for development– End with motivational communication End with motivational communication
Performance AppraisalPerformance Appraisal
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Performance AppraisalPerformance Appraisal
4.4. Action PlanAction Plan It should not be perceived negatively and It should not be perceived negatively and
must be made for every employeemust be made for every employee It should state efforts that the individual will It should state efforts that the individual will
take to improve / develop his/her performancetake to improve / develop his/her performance It must clearly mention the role and support of It must clearly mention the role and support of
management to help him/her developmanagement to help him/her develop Time frame, monitoring schedule and review Time frame, monitoring schedule and review
must be part of the action planmust be part of the action plan Consequences of continued non-performance Consequences of continued non-performance
and good performance must be made known and good performance must be made known to the sales personnelto the sales personnel
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Sales Quota and actual performance for month, yearSales Quota and actual performance for month, year
Current MonthCurrent Month Year to DateYear to Date
SalespersoSalespersonn
QuotQuotaa
Sales Sales PercenPercentt
RankRank QuotQuotaa
Sales Sales PercentPercent RankRank
AA
BB
CC
DD
EE
FF
GG
HH
II
PerformancePerformance AppraisalAppraisal
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SalespersonSalesperson
StandardsStandards ActualActual ScoreScore
New A/cs per monthNew A/cs per month
Sales to new accountsSales to new accounts
Average calls/dayAverage calls/day
Frequency on Class AFrequency on Class A
Total contactsTotal contacts
Retail contactsRetail contacts
Total meetings attendedTotal meetings attended
Cost per callCost per call
Customers entertainedCustomers entertained
SalespersonSalesperson SalesSales OthersOthers TotalTotal
ScoreScore
Qu
anti
ty p
aram
eter
sPerformancePerformance AppraisalAppraisal
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SalespersonSalesperson
Job FactorsJob Factors OO GG AA B.A.B.A. PP
Product KnowledgeProduct Knowledge
Awareness of customer needsAwareness of customer needs
Relationship with customersRelationship with customers
Service follow upService follow up
AttitudeAttitude
TeamworkTeamwork
ReliabilityReliability
PunctualityPunctuality
O: Outstanding, G : Good, A : Average, B.A.: Below Average, P: PoorO: Outstanding, G : Good, A : Average, B.A.: Below Average, P: Poor
Comments /RecommendationComments /Recommendation
Development PlansDevelopment Plans
Qu
alit
y p
aram
eter
sPerformancePerformance AppraisalAppraisal
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Appraisal CriteriaAppraisal Criteria WtWt
Sales PerformanceSales Performance 7070
ActivityActivity 2020
Quality of performanceQuality of performance 1010
TotalTotal 100100
PerformancePerformance AppraisalAppraisal
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SalesSales WtWt
Total salesTotal sales 2020
Product AProduct A 1515
Product BProduct B 1515
Product CProduct C 1010
Product DProduct D 55
Product EProduct E 55
Total Total 7070
Performance AppraisalPerformance Appraisal
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ActivityActivity WtWt
Call AverageCall Average 1010
CoverageCoverage 55
Meetings conductedMeetings conducted 55
Total Total 2020
Performance AppraisalPerformance Appraisal
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Quality of performanceQuality of performance WtWt
Account receivablesAccount receivables 55
Return of goodsReturn of goods 55
Total Total 1010
Performance AppraisalPerformance Appraisal
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Final ScoresFinal Scores RatingRating
> 107> 107 OO
101 - 106101 - 106 GG
98 - 10098 - 100 SS
91 - 9791 - 97 B.A.B.A.
< 90< 90 PP
Performance AppraisalPerformance Appraisal
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ConclusionConclusion
Training is very important for every Training is very important for every organization. It must consider the following:organization. It must consider the following:– Need based trainingNeed based training– Placement based on training and development Placement based on training and development – Organization objectivesOrganization objectives– Individual aspirationsIndividual aspirations– Proper Appraisal design / structureProper Appraisal design / structure– Proper appraisal interviewProper appraisal interview– Learning climateLearning climate– Management commitmentManagement commitment