Course # 056 - Training Needs Analysis:
Determining Training Needs, PG Short Course, Leading to Diploma
- Postgraduate - in Training Needs Analysis. Course contents
include Defining Efficiency Gains, Measuring Efficiency Gains,
Improving Efficiency Gains, Training as Investment, Investors
in People (IIP): The British Model, The Organisational Learning
Process, The Individual Learning Process, The Importance of
Focus Groups in the Learning Process, The Action Learning in
Organisational Learning, The ‘Learning Organisation’ and its
facilitation of Organisational Development, Experiential
Learning, Reflective Practice, Collaborative Learning,
Synergy in the Learning Process, Learning to Learn, Life-Long
Learning, Matched
with Specific Organisational Needs, Response to Existing
Organisational Ineffectiveness, Linking Training Policy to
Business Strategy: The Element of Finite Resources, Good
Business Sense, Enhancement of Organisational Objectives,
Other Arguments, Education
& Training for Personal Development, Relation to Micro OD, The
Spin-off of Micro OD, Policy: Aligned to Business Strategy,
Improved Effectiveness. This course is taught in Abuja, Accra,
Amsterdam,
Bangkok, Banjul, Birmingham, Brussels,
Bucharest, Colombo, Dhaka, Dubai, Dublin, Durban,
Hanoi, Jakarta, KL, Kuwait, London, Luanda, Lusaka,
Manama, Manchester,
Manila, Milan, Moscow,
New Delhi,
Nur-Sultan,
Paris, Riyadh, Toronto, among other cities.
Click To Download the PDF Brochure of this
Course
Course
Co-ordinator:
Prof. Dr. R. B. Crawford is
Course
Coordinator. He is the Director of HRODC Postgraduate Training
Institute, A Postgraduate-Only Institution. He has the following
Qualifications and Affiliations:
Doctor of Philosophy {(PhD) {University College
London (UCL) - University of London)};
MEd Management (University of Bath);
Postgraduate (Advanced) Diploma Science Teacher
Ed. (University of Bristol);
Postgraduate Certificate in Information Systems
(University of West London, formerly Thames Valley University);
Diploma in Doctoral Research Supervision,
(University of Wolverhampton);
Teaching Certificate;
Fellow of the Institute of Management
Specialists;
Human Resources Specialist, of the Institute of
Management Specialists;
Member of the Asian Academy of Management (MAAM);
Member of the International Society of Gesture
Studies (MISGS);
Member of the Standing Council for Organisational
Symbolism (MSCOS);
Member of ResearchGate;
Executive Member of Academy of Management (AOM).
There, his contribution incorporates the judging of
competitions, review of journal articles, and guiding the
development of conference papers. He also contributes to the
Disciplines of:
Human Resources;
Organization and Management Theory;
Organization Development and Change;
Research Methods;
Conflict Management;
Organizational Behavior;
Management Consulting;
Gender & Diversity in Organizations; and
Critical Management Studies.
Professor Dr. Crawford has been an Academic in
the following UK Universities:
University of London (Royal Holloway), as
Research Tutor;
University of Greenwich (Business School), as
Senior Lecturer (Associate Professor), in Organisational
Behaviour and Human Resource Management;
University of Wolverhampton, (Wolverhampton
Business School), as Senior Lecturer (Associate Professor), in
Organisational Behaviour and Human Resource Management;
London Southbank University (Business School), as
Lecturer and Unit Leader.
His responsibilities in these roles included:
Doctoral Research Supervisor;
Admissions Tutor;
Postgraduate and Undergraduate Dissertation
Supervisor;
Programme Leader;
Personal Tutor.
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Course
For Whom This
Course is Designed
This Course is
Designed For:
Human Resource Managers;
Human Resource Professionals;
Employee Development Managers,;
Talent Management Officials;
Line Managers;
Training Managers;
Training Coordinators and Administrators;
Supervisors;
Officers;
Business owners;
Those who would like to gain knowledge and
understanding about the concept of Training Needs Analysis.
Duration:
6 Days
Cost:
£6,000.00 Per Delegate
Course Cost includes:
Free Continuous snacks throughout the Event
Days;
Free Hot Lunch on Event
Days;
Free City Tour;
Free Stationery;
Free On-site Internet Access;
Postgraduate Diploma/ Diploma – Postgraduate –or
Certificate of Attendance and Participation – if
unsuccessful on resit.
Students and Delegates will be
given a Selection of our Complimentary Products, which include:
HRODC Postgraduate Training Institute’s Leather
Conference Folder;
HRODC Postgraduate Training Institute’s Leather
Conference Ring Binder/ Writing Pad;
HRODC Postgraduate Training Institute’s Key Ring/
Chain;
HRODC Postgraduate Training Institute’s Leather
Conference (Computer – Phone) Bag – Black or Brown;
HRODC Postgraduate Training Institute’s 8-16GB
USB Flash Memory Drive, with Course Material;
HRODC Postgraduate Training Institute’s Metal
Pen;
HRODC Postgraduate Training Institute’s Polo
Shirt.
Daily Schedule:
9:30 to 4:30 pm.
Locations:
Central London, UK; Amsterdam; Brussels; Dubai; Durban; Kuala
Lumpur; Paris; and other International Locations, and Online
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Course
Training Needs Analysis: Determining Training
Needs
Leading to Diploma-Postgraduate in Training Needs
Analysis
Course Objectives
By the conclusion of the specified learning and
development activities, delegates will be able to:
Demonstrate a heightened understanding of the
underlying notions of organisational development and establish
how a successful training needs analysis can lead towards
organisational development;
Describe training in the aspect of macro and
micro organisational development;
Identify the rationale for and definition of
Training Needs Analysis (TNA);
Demonstrate a heightened understanding of how
organisational training needs analysis, subsystem training needs
analysis and individual training needs analysis are conducted;
Enumerate the approaches, methods and techniques
of TNA and discuss each;
Distinguish among education, training and
development as important organisation investment;
Determine the organisation’s opportunity costs in
providing education, training and development among its
employees;
Establish the efficiency gains derived by an
organisation out of education, training and development of its
employees;
Demonstrate their competence in the measurement
of efficiency gains and suggest ways on how to improve
efficiency gains;
Ascertain how return on investment can be
achieved to justify the funding for the employee’s training;
Explain the underlying concept of Investors in
People (IIP);
Gather information and evidence from
‘Investors-in-People’;
Calculate Return on Investment (ROI) from
education, training and development;
Describe the organisational learning process as
part of the training needs analysis;
Realise the importance of focus group in the
learning process;
Describe the key procedures and skills required
to implement action learning;
Identify how an organisation can facilitate
organisational development;
Determine the training applications of
experiential learning and learn how to utilise effectively the
powerful potential of learning from experience;
Understand reflective practice as part of the
training process;
Develop the necessary skills through some
collaborative learning opportunities;
Determine the different ways of developing a
synergy in the learning process;
Draw the importance of learning to learn which
leads towards the improvement of an individual’s ability to
learn;
Ascertain how lifelong learning mark a decisive
turning point in the way that people and organisations define
and manage their learning;
Demonstrate a heightened understanding of the
group processes and organisational change;
Identify the sources of information for TNA and
the factors which should be taken into consideration when
choosing which among the approaches will be used;
Demonstrate a heightened knowledge of how
training needs might be devised from Strategic Plans;
Suggest how training needs might be derived from
an examination of an organisation’s Tactical Plans;
Highlight the value of Operational Plans in the
determination of departmental training needs;
Provide a practical guide with respect to the use
of Strategic Operational Review in determining organisational
and departmental training needs;
Demonstrate the use of Human Resource Plan in the
determination of individual training needs;
Elucidate the use of Management Succession Plans
in the determination of individual developmental needs;
Explain the process and value of Human Resource
Audit;
Demonstrate a heightened understanding of
Critical Incident Reports and their value in training needs
analysis;
Practicalise the use of Individual Performance
Appraisal Reports in the individual and departmental training
needs analysis;
Demonstrate what Personnel Deployment Charts are
and how they may be used in the determination of departmental
training needs;
Work their way through Business Plans,
determining the skills and expertise that are needed to execute
them, thereby identifying how they relate to current and future
roles, and the departmental and individual training gaps that
exist;
Demonstrate the relationship between Job
Evaluation or Job Tasks and Role Analysis and the determination
of training gaps, in training needs analysis;
Determine how Client or Customer Feedback can be
used in determining gaps that pre-exist in skills, knowledge and
expertise;
Explain the process of 360 Degrees Feedback, the
data analysis process, and the way in which the information that
has been produced, might be used in determining the know, skills
and attitudes that need to be developed for the individuals
concerned;
Explain how Supervisory Reports might best be
used to determine the skills, knowledge and attitude that an
individual falls short of in his or her role performance;
Suggest how best Training Needs Analysis
Questionnaires might be constructed, analysed and used in
determining knowledge, skills and attitude gaps;
Explain what Assessment Centres are and the way
in which the information from them might be used as a basis for
determining individual competency levels;
Highlight the value of Training Needs Survey in
training needs analysis;
Determine how Task Competencies Analysis Report
can be used in enhancing the effectiveness of departmental and
individual training needs analysis.
Course Contents, Concepts and Issues
Part 1: Contextualising Training Needs Analysis
Organisational Development in Context;
Training an Macro Organisational Development;
Training an Micro Organisational Development;
Rationale for Training Needs Analysis (TNA);
Training Needs as Gaps;
Organisational Training Needs Analysis;
Subsystem Training Needs Analysis;
Individual Training Needs Analysis;
Approaches to Training Needs Analysis;
Methods of Training Needs Analysis.
Part 2: Education, Training and Development as
Investment
Difference between Education, Training and
Development;
Education, Training and Development, and
‘Opportunity Cost’;
Education, Training and Development for
‘Efficiency Gains’;
Defining Efficiency Gains;
Measuring Efficiency Gains;
Improving Efficiency Gains;
Training as Investment;
Investors in People (IIP): The British Model;
Evidence from ‘Investors-In-People’;
Calculating Return on Investment (ROI) from
Education, Training and Development.
Part 3: Learning in Organisations and
Organisational Learning
The Organisational Learning Process;
The Individual Learning Process;
The Importance of Focus Groups in the Learning
Process;
The Action Learning in Organisational Learning;
The ‘Learning Organisation’ and its facilitation
of Organisational Development;
Experiential Learning;
Reflective Practice;
Collaborative Learning;
Synergy in the Learning Process;
Learning to Learn;
Life-Long Learning;
Understanding Group Processes and Organisational
Change.
Part 4: Utilising Possible Sources of Information
in Training Needs Analysis (TNA) -1
Strategic Plans;
Tactical Plans;
Operational Plans;
Strategic Operational Review;
Human Resource Plan;
Succession Plan;
Human Resource Audit;
Critical Incident Reports;
Individual Performance Appraisal Reports;
Personnel Deployment Charts;
Business Plans.
Part 5: Utilising Possible Sources of Information
in Training Needs Analysis (TNA) - 2
Job Evaluation or Job Tasks and Role Analysis;
Client or Customer Feedback;
360 Degrees Feedback;
Supervisory Reports;
Critical Incident Report;
Training Needs Analysis Questionnaires;
Assessment Centres;
Training Needs Survey;
Task Competencies Analysis Report.
Part 6: Focusing on Training Policy and Strategy
in TNA
Training Policy Vs. Business Strategy;
Training Policy:
Matched with Specific Organisational Needs;
Response to Existing Organisational
Ineffectiveness.
Linking Training Policy to Business Strategy:
The Element of Finite Resources;
Good Business Sense;
Enhancement of Organisational Objectives.
Other Arguments.
Education & Training for Personal Development:
Relation to Micro OD;
The Spin-off of Micro OD;
Policy: Aligned to Business Strategy;
Improved Effectiveness.
General Questions:
Contribution to Competitive Advantage or Improved
Organisational Functioning;
Training and Unemployment.
Click To Download the PDF Brochure of this
Course
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