Training Needs Analysis and Training Plan - Coursework Example

TRAINING NEEDS ANALYSIS AND TRAINING PLAN Introduction According to Baldwin & Canielson (2002, p.25), Training Need Analysis (TNA) is an assessment of what the staff, trustees, and volunteers in an organization need to learn and develop. A TNA reviews the knowledge, skills, behavior required, and ways to develop them. A training plan is a schedule used in training programs in institutions and workshops. The trainings help the concerned gain useful skills to carry out their duties efficiently. This paper will develop a TNA and Training plan for an online car accessories business. The business’s target market is the 18-25 year old. It consists of five people with equal shares in the business. The TNA assessed at two levels i.e. Organization and Personal levels. Methods used to identify a Training need Businesses should have strategic and organized pal for a successful study of existing strategies. In addition, the business will have an appraisal system. The online car accessories business needs training strategies, commitment to value of learning and development. Questionnaires are either paper based or online. Individual shareholders state what they have, in written objectives, to establish in the car business ideas and information. One to one interviews; where all shareholders interviewed one at a time. They carry interviews for competency. The check if they have qualifications, experience, and skills for their various positions in running the online car accessories business. Focus groups; where a group discussion formed to discuss ideas and information concerning the online car accessories business. Training needs analysis at the organizational level The organizational, strategic plans and organizational plans reviewed. Grider et al (1988, p.12) says that an organization needs a formal management process. This process includes development plan informing the training that needs analysis just like any other charitable organization. If a strategic planning process is absent, then SWOT analysis needed. It checks the Strength, Weakness, Opportunities and Treats in an organization. The five shareholders bring in different data and the more the ideas collected, the better the inferences to make. According to Ford et al (1992, P.520) the strengths of shareholder describes how to use the current knowledge and skills and how to build and strengthen the organization. They also identify their competence over other organizations that run similar businesses and how to improve their competence. Weakness: The shareholder identifies a problem or weakness and suggests a suitable way to address the weakness. Opportunities: shareholders describe the various approaches they can use to enable the organization produce the highest out of the available resources and opportunities. Threats; any issue that is a likely hindrance to the business comes, into notice, and ways to mange and overcome such threats identified and taken into account. Training needs analysis at personal or individual level Meetings held where an individual allowed reflecting on what they need to learn in relation to the objectives set for work. They identify the skills they have and the additional skills they would wish to learn. Shareholder’s career and ambitions put into account in relation to the objectives they have set personally. Opportunities to raise standards of the shareholder upon the growth of the business identified. At a personal level, some personal questions posed to the share holders include: What does one want to get from this work? What are the strengths I have in performing my work? What areas would I like to improve? What interests and talents will one like to develop? What skills do I posses that make me confident for my work? How do I want to learn? What hinders me from developing what I would wish? Developing a training plan for the online car accessories business A training schedule for a training plan DATE SPEAKER TOPIC FACILITATOR TARGET GROUP VENUE Evaluation of the training A training evaluation in four levels; Level 1: reaction Learners asked how they felt about the training, what they liked, what needs to be improved and what they needed to learn about the subject. This evaluated using a questionnaire where the learners express their feeling concerning the training in writing. Stage 2: learning It is the assessment of training and the content learnt. Since shareholders learn how to hold their various positions in the online car accessories business, the skills of interest vary from one shareholder to another. A set of questions of learnt topic to test their understanding given as explained by Beauchamp & Childress (1993, p.45). Stage 3: Behavior The behavioral change of the trained person in job assessed. Changes in knowledge, skills, and competence assessed. Examination of behavior and the way of handling the position takes place after the training. Stage 4: results The impact of training to the organization undergoes assessment. Overall performance analyzed and compared to performance before the training. The relationship between learning and performance analyzed. SWOT analysis happens at this stage. Cost implications of various types of training The choice of the training method depends on the number of people needing training, the cost of the training, the way people prefer to learn and the method expected to give best results. The various types of training methods include: In- house courses This is a training session carried out within the business premises. An expense for hiring an external trainer may arise. It is cost effective since there is no payment for the venue. Holton et al (2000, p.347) argues that external training courses is where shareholders have to attend workshops with people from other organizations. It is advantageous in that it allows networking, but the training fee is quite expensive for a number of trainees. Conferences and events; is where ‘come together’ events held. They encourage new developments, learning and networking with people from different organizations. Expenses include hiring of the conference halls, transport, and the attendance fee. E learning This is where individuals learn at their own time using the internet? Its advantage is that it reaches a large group of people, conveying the same information at the same time. It is the most economical and efficient with the development of technology as described by Brown & Krager (2005, p.415). Books and journals; is where an appropriate journal or book with current information of an organization published. The learning needs met when one reads the book; however, publishing a book or journal is expensive as asserted by Brown & Krager (2005, p.417). Coaching, mentoring, and shadowing are types of trainings, each accompanied with expenses. Therefore, the most efficient training is E learning. References Alliger, G. M., & Janak, E, A 1999, Kirkpatrick’s levels of training criteria: thirty years later. Personnel Psychology, 42, 331–342. Baldwin, T. T., & Canielson, C 2002, Invited reaction: Linking learning with financial performance, Human Resource Development Quarterly, 31(1), 23–29. Bates, R. A., Holton, E. F., III, Seyler, D. A., & Carvalho, M. A, (2000),The role of interpersonal factors in the application of computer-based training in an industrial setting. Human Resource Development International, 3(1), 19–43. Beauchamp, T. L., & Childress, J. F 1993, Principles of biomedical ethics (2nd ed). Oxford University Press, New York, Brown, R. D., & Krager, L 2005, Ethical issues in graduate education, Journal of Higher Education, 56(4), 403–418. Campbell, J. P., McHenry, J. J., & Wise, L 1990. Modeling the performance in a population of jobs. Personnel Psychology, 43,313–333. Ford, J. K., Quinones, M., Sego, D., & Sorra, J, 1992, Factors affecting the opportunity to use trained skills on the job, Personnel Psychology, 45, 511–527. Grider, D. T., Capps, C. J., & Toombs, L. A 1988, Evaluating valuations, Training and Development Journal, 42, 11–12. Holton, E. F., III, Bates, R. A., & Ruona, W. E. A 2000, Development and validation of a generalized learning transfer system inventory. Human Resource Development Quarterly, 11(4), 333–360. Read More