using a business case approach and capabilities as a basis for evaluating a training program roger...
TRANSCRIPT
Using a Business Case approach and Capabilities as a basis for evaluating a Training Program
Roger Deslandes
Bureau of Meteorology Training Centre
EumetCAL workshop Nov 2009
Session Objective
• To identify tools / methodologies
that are foundational in evaluating
the relevance and effectiveness of training
activities.
- At the end of this session you will be able to define the basic elements of a business case for your training activity / project.
“Would you tell me pleasewhich way I ought to go from here?”
“That depends a good deal on where youwant to get to, said the cat”
“I don’t much care where…”
“Then it doesn’t matter which way you go,”said the Cat.
What are you doing?
Why are you doing It?
Dr Greg Ayers - Director, Bureau of Meteorology
Business Case
• A business case captures thereasons for initiating a project, task or program.
• The logic of the business case is that, whenever resources such as money or effort are consumed, they should be in support of the business.
Business case structure
– Introduction– Reasons
• Strategic directions of the organisation• Corporate Risks (impact of not proceeding with
investments)• Current resources and priorities• Rationale for funding increase
– Approach– Benefits (tangible, measurable)– Deliverables
Exercise 1: Five minutes
Can you identify the basic strategicdirections of your training institution?
Business Case – Corporate awareness
Exercise 1: For your training institution answer the following.
Business Case – Corporate awareness
What are the (basic) objectives of your training institution?
What is the “mission statement” of your training institution?
Business Case – training activityExercise 2: For a current training activity
identify the following
What (corporate) risk is being addressed?
The benefit (measurable & tangible)
The “deliverable”
Business Case – training activity• What evaluation methodology will you deliver to
ensure the benefit and effectiveness of your training?
Kirkpatrick's four levels of evaluation model
Student reaction - what they thought and felt about the training
Learning - the resulting increase in knowledge or capability
Behaviour - extent of behaviour and capability improvement and
implementation/application Results - the effects on the business or environment resulting from
the trainee's performance
Bureau example:
• Training Program Objective:– The primary objective of the Bureau’s training
program is to meet current and emerging needs for a workforce with appropriate professional, specialised technical and management skills.
• Mission statement:– “Developing people to achieve the best
outcomes”
Bureau example: Corporate Risk
Warnings and Weather Forecast Program
Warning / Forecast Failure
lack of certified forecaster competency training and assessment
Failure to trigger appropriate emergency service or community response due to misleading, incomplete or ineffective communication.
lack of forecaster training in new systems, products and observing technologies.
Bureau example: Benefits
Reduced forecast risk through:
Familiarity and confidence in the use of forecasting systems in high pressure situations that may be experienced only rarely.
Improved ability to focus more closely on the meteorology rather than grappling with tools and
procedures.
Bureau example: Benefits
Reduced forecast risk through:
Improved decision making under pressure if routines and tool use are clear and well practised.
Ability to train a wider range of staff to strengthen "surge capacity" to support severe weather operations during protracted extreme weather events.
Deliverables: exampleID Deliverable Program Milestone
dateMeasure
TC1 Tropical Cyclone competencies fully formulated
Training, WWF
Q42009-10
Acceptance from management
TC2 Tropical Cyclone training/assessment resource development completed
Training Q1 2010-2011
All involved regional stakeholders
satisfied TC3 Competency
assessments and personalised needs analysis follow-up training completed in first cyclone-prone
Training, WWF
Q2 2010-11 Signoff by STTR and STSW of all involved forecasters
as competent
Workforce Capabilities
• A changing organisational culture within the Bureau recognises that scientific, technical and leadership skills are essential to achieving organisational outcomes.
CapabilitiesSenior
Forecaster
FunctionalLeadership capability
Shapes strategic thinking
Achieves results
Productive working relationships
Personal drive & Integrity
Communicates with influence
Scientific
Technical
Contextual
(Business)
Functional
Scientific
Technical
Contextual
(Business)
Analysis Diagnosis Prognosis
Forecast preparation
Weather watch
Prepare data
Specific weather phenomena
Prepare forecasts
Quality control
Generic IT skills System skills
Situational awareness skills
Procedures
Session Objective
• To identify tools / methodologies
that are foundational in evaluating
the relevance and effectiveness of training
activities.
- At the end of this session you will be able to define the basic elements of a business case for your training activity / project.