train the trainer 3
TRANSCRIPT
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TrainingNeeds
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It exists when the actual condition differs
from the desired condition in the human, or
people aspects of organizationperformance.
More specifically, it covers the range ofhuman knowledge, skills and attitudes that
can bring about the desired performance
and change in behavior.
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It is the gap between the present or actualperformance and the preferred performancethat can be narrowed through training.
It is an outline of desired skills and abilities
to be developed over time to improve the
performance of the organization.
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A may be due to:
PROBLEM
IMPROVEMENT
MAINTENANCE NEEDS
Needs are examined in thecontext of the organization,
job or position and theindividual jobholder.
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1. Avoids training programs for training
programs sake.
2. Makes evaluation of training easier.3. Easier to sell training to management
and trainees.
4. Makes training content relevant andsystematic.
5. Basis for future development activities.
Import
ance of Identifying
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1. To enable people to be more productive
in their present jobs and be ready forbigger or more responsibilities.
2. The success of the organizationrequires that everyone perform at his
optimum level.
We Need to Determine
For Various Reasons:
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3. All GOOD people, regadless of
organization level, can do a good job,
want to do a good job and will do a good
job if they are given a choice.
4. Time, money and effort can be wastedthrough training that is not based on
valid present or emerging needs.
We Need to Determine
For Various Reasons:
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Getting C L U ESto
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An individual has
A group / team has Must be met immediately
Can be met in the future
Call for formal training activities Call for informal training activities
Call for on-the job instruction
Kinds of
Training Needs may be categorized in terms ofthose which:
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Call for off-the-job instruction
The company can meet best within itself The company can meet best through
outside resource
The individual can meet only by himself
The individual can meet only in concert
with others.
Kinds of
Training Needs may be categorized in terms ofthose which:
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1. To find out what the present level ofperformance is.
2. To determine why present performance is
what it is.3. To find out who the trainees are.
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4. To asess the organization climate or work
environment within which the trainee
operates.
5. To examine the systems and procedure
employed with a view towards identifying
ways of working smarter instead of harder.
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6. To establish behavioral objective.
7. To establish guidelines and make decisions
regarding the kind of training to be done.
8. To involve line managers and others whosesupport and inputs are important to the
success of your training efforts.
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I.
SYSTEM
MAPPING
COMMITMENT
FROM TOP
IDENTIFY
INDICATIONS
DESIGNINSTRUMENT
& PROCESSING
FOR DATA
COLLECTION
II.
ISSUEIDENTIFICATION
CONDUCT
NEEDS
ASSESSMENT
ANALYZE DATA
III.
CLARIFICATION
& STATEMENTOF NEED
PRIORITIZE
NEEDS
DEVELOPING
TRAINING
GOALS AND
OBJECTIVES
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Behavioral
Objective
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A way of describing the desired results
of a training course in terms of what the
trainee should be able to do at the end ofthe training.
It must be stated clearly and precisely so
that everyone who reads it will knowexactly what the desired outcome of the
training program is.
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The main advantage of behavioral
objectives is their exactness in giving
directions to the training course.
Clearness of goals also makes it easier
for trainers to communicate among
themselves and cooperate on a
training program.
W h y U s e
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Behavioral objectives are action-
oriented since they focus on what the
trainee should be able to do after the
training program.
Behavioral objectives are people-
oriented since they focus on the learner.
W h y U s e
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Behavioral objectives are productivty-oriented
since they focus on performance levels and
standards the trainee is expected to achieveafter the training program.
Behavioral objectives are results-orientedsince they anchored on the vision, mission,
values, goals and objectives of the
organization.
W h y U s e
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B e h a v i o r a l
O bj e c t i v e s
W r i t i n g