11

Training ContextTraining Context

22

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

33

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

44

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

55

Need AnalysisNeed Analysis

Type of needsType of needs– Technical needsTechnical needs– Culture change needsCulture change needs– Soft skillsSoft skills– Trainer skillsTrainer skills

66

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

77

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

88

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

99

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

1010

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

1111

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

1212

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

1313

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

1414

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

1515

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

1616

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

1717

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?

1818

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?

1919

Need Analysis Need Analysis

Symptom Problems Training Cost Expected Benefit

  Cause Effect Method Objective    

             

             

             

             

             

             

             

             

             

             

Collation of Information

2020

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

2121

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

2222

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

2323

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

2424

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

2525

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

2626

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

2727

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

2828

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

2929

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

3030

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

3131

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

3232

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

3333

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

0

3434

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

3535

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

3636

   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

3737

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

3838

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

3939

Appraisal CriteriaAppraisal Criteria WtWt

Sales PerformanceSales Performance 7070

ActivityActivity 2020

Quality of performanceQuality of performance 1010

TotalTotal 100100

PerformancePerformance AppraisalAppraisal

4040

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

4141

ActivityActivity WtWt

Call AverageCall Average 1010

CoverageCoverage 55

Meetings conductedMeetings conducted 55

Total Total 2020

Performance AppraisalPerformance Appraisal

4242

Quality of performanceQuality of performance WtWt

Account receivablesAccount receivables 55

Return of goodsReturn of goods 55

Total Total 1010

Performance AppraisalPerformance Appraisal

4343

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

4444

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