Training need analysis presentation .pptx

this material is focus on the analysis of training

1. Organization Goals NAME HERE Easy to change colors, photos and Text. NAME HERE Easy to change colors, photos and Text. NAME HERE Easy to change colors, photos and Text. Market Leader Profitability Acquisition Organization Goals

2. Training Needs Analysis Training needs analysis (TNA) is a process to identify the gap between the actual and the desired knowledge, skills, and abilities (KSAs) in a job. Such analysis usually appears for different reasons related to the organizational problems In other words, when a lack of knowledge, skills, or abilities causes the problem, conducting a training needs analysis and subsequent training can be a viable solution.

3. Training Needs Assessments Training needs assessment: An assessment focuses on individual training needs within an organization. It involves the systematic evaluation of employees' skills, knowledge, and performance to determine the specific areas where training is required

4. Needs Assessment Needs Analysis Come First Come After Identify GAP Analyze GAP Tools The Means

5. How to determine if you need training needs analysis Identify the desired "Work" situation 01 Identify the actual "Work" situation 02 if the gap is caused by a lack of knowledge skills or abilities GAP analysis 03 TNA 04

6. KSAs Knowledge, Skills, and Abilities KSA refers to the knowledge, skills, and abilities that an employee must have to perform their responsibilities within their roles. They’re listed in the job description and guide candidates and employers to assess the person’s chance to succeed

7. KSAs Topics and subjects that can be used when performing work functions when the person is hired Knowledge Technical or manual proficiencies are usually gained or learned through training. They are observable and measurable. Skills Capacity to apply knowledge and skills to perform a task. It also includes personal and social traits which are innate or acquired without formal training. Abilities Skills Knowledge Abilities

8. Organizational level TNA It determines training needs related to performance metrics, new employee knowledge at the company-wide level, and continuous training to optimize company performance and productivity to achieve its goals. It’s designed to address problems and weaknesses of the organization as well as to further improve the company’s current competencies and strengths. More importantly, it takes into account other factors like trends and changes in the economy, politics, technology, and demographics.

9. Group/job role level TNA Individual level TNA This type of analysis identifies specific training needed to upskill a team, department, or business unit. Moreover, it determines which occupational groups experience skills gaps or discrepancies and ways to eliminate them. This training needs assessment is dedicated to an individual or individuals in a team. It is conducted in conjunction with a project or changes that could impact each team member. It is also used for an employee’s personal development for future career advancement.

10. How to conduct a training needs analysis

11. Defining Organizational Goals New opportunities Pain or Issues Break down goals Focus on measurements Financial performance Profit Share price Customer Satisfaction Department. Individual Core competencies Introducing new technology Trying to improve compliance An organization losing its innovative lead. A sales department struggling to increase market share A training needs analysis is always initiated by an organizational symptom 

12. Define relevant job behaviors 60% 40% Add Text Add Text Defining the appropriate job behaviours that will build this competency to help achieve the organizational goal. A new core competency that everyone in the organization needs to develop. Job behaviors can be analyzed through a job analysis. The most used approach here is the task inventory. competency competency

13. Behaviors Description Build relationships & spot opportunities Required Skills S1. Actively reach out to create networking opportunities S2. Establish rapport by finding common ground S3. Adjust approach to accommodate variance in clients’ characteristics, needs, goals, and objectives S4. Ask client about a preferred method to communicate (e.g., email, phone, WhatsApp, WeChat) S5. Staying top-of-mind and regularly checking for new opportunities. S6. Validate assumptions about client’s financial status and purchasing readiness S7. Leverage information related to client’s decision-making process, organization structure, and profile of all individuals involved in the purchasing decision S8. Establish a follow-up communication schedule S9. Maintain relationships with key decision-makers and influencers Required knowledge K1. Client relationship management system/database  K2. Client’s social style (e.g., analytical, driver, expressive, amiable) K3. Emotional intelligence  K4. Importance of customer experience to build loyalty  K5. Question techniques and how to use them to extract client needs and build opportunities K6. Sales conversation techniques Define the required knowledge & and skills

14. Training Determine a budget scope the time investment of the training Analyze define instructional goals and their alignment with organizational goals determine the target audience Training provider Internal or external trainers Evaluate You can simply impress your audience and add a unique zing and appeal to your Presentations. Software or Tools HITS SAP The ADDIE 

15. TNA Questions Based on Steps 85% Step 1. Define organizational goals 85 % What problems are occurring in the organization? 70 % What is the organization trying to achieve? 65 % Which organizational goals require the biggest change in employee behaviors? 40 % Which individual performance goals should be improved? 55 % Which departmental goals are lagging?

16. TNA Questions Based on Steps 85% Step 2. Define relevant job behaviors 85 % Which job behaviors contribute to the goals defined in step 1? 70 % If the listed job behaviors are ‘fixed’, does that bring us closer to the goals defined in step 1? 65 % Do the listed job behaviors align with our organizational core values? 40 % What other influences play a role in reinforcing undesirable behavior ? 55 % Which cultural cues reinforce undesirable behavior ?

17. TNA Questions Based on Steps 85% Step 3. Define the required knowledge & and skills 85 % Which skills are required to display the behaviors we defined in step 2? 70 % Which knowledge components are required to display the behaviors we defined in step 2? 65 % Once the listed skills and knowledge components are taught, will the relevant job behaviors always be displayed? 55 % What is hindering the display of relevant job behaviors once the listed skills and knowledge components are taught?

18. TNA Questions Based on Steps Are there non-training alternatives that we can deploy that will have a similar effect? Is all the information required to start the training design and development process present? Step 4. Training

19. DG – HCM Software

20. THANK YOU Mahmoud Reda - 22211036051