Because of COVID-19, many providers are cancelling or postponing in-person programs or providing online participation options.
We are happy to help you find a suitable online alternative.
Who should attend
These courses are specialist programs appropriate for staff who are eager to learn the processes of Training Needs Analysis (TNA) and training evaluation, including:
- HR Managers
- Personnel and HR Officers/Coordinators
- Training Officers/Coordinators
- Newly appointed Training Managers
- Training Consultants and Advisors
About the course
For an organization, one might go one step further and revise Anatole’s saying to end as, “…what you need to know and what you don’t.” If an organization is going to be successful in reaching its goals, your staff must be trained in what they must know to reach those goals.
The responsibility of deciding which staff goes to which training program is yours, as an HR professional. To help you achieve excellence in this arena, IIR is proud to announce the popular two-part Training Needs Analysis and Evaluation course.
By attending the first of these two courses, Training Needs Analysis, you will be able to identify the gap between current and desired organizational and individual performance by ensuring that new challenges and opportunities are matched with the right training.
The skills developed during the second course, Evaluation of Training and Development Initiatives, will facilitate the valuation of specific courses and trainings. You will be able to demonstrate the return on training investment, or alternatively, the cost of not investing in appropriate training!
Your expert course leader, Ian Thomson, will provide you with vital, practical information and lead you through a series of interactive exercises that will enable you to use key TNA tools and develop an action plan for implementing and evaluating training in your own organization.
By attending Training Needs Analysis and Evaluation you will both save time and more effectively advance your organization’s core objectives by understanding how to better identify problems and provide the right solutions.
Upon successful completion of this course, participants will:
- Recognize the relationship between TNA, performance management and the links to strategy
- and organization effectiveness
- Understand the application of TNA principles within the context of your organization
- Be able to analyze with line management the issues they are facing and develop training
- interventions that bring solutions
- Be able to apply a range of tools, techniques and methodologies facilitating effective TNA
- using corporate, group and individual inputs
- Know how to apply appropriate evaluation strategies to demonstrate the value of training and
- development initiatives
- Have developed an action plan for implementing an evaluation strategy for your organization.
Course 1: Training Needs Analysis
Training Needs Analysis and Organizational Learning
- Welcome and introductions
- Learning vs. training – the debate
- The basic building blocks of change
- Conventional aims of training needs analysis
- Costs of poor identification of training needs
- Linking learning to corporate effectiveness
- Linking learning to strategy, planning and organizational development
Analysis of current training needs in your organization
The Planning Process
- Defining the way forward
- The TNA calendar
- The planning board
TNA at Team Level
- Team maturity and development
- Analyzing team needs
- Management and leadership development needs
- Contextualizing learning and defining needs using SWOT, PESTLE, Ishikawa and Critical Incident analysis
TNA at Individual Level
- Performance management – the over-arching solution to analyzing individual needs and identifying learning gaps
- The role of competency models in formalizing performance and defining learning needs
- Learning interventions – what are the choices?
- Job specifications, appraisals and training needs
- Personal development plans
- Applying training options
- Problem areas in the TNA process
- Ensuring personal excellence course
Course 2: Evaluation of Training and Development Initiatives
- Setting the scene for effective evaluation of training interventions
- 5 responsibilities, 6 steps and 7 purposes
- Limitations and failures of evaluation methodologies
- Evaluation strategy – the integrated model
- The big debate – does ROI really matter?
Evaluation of Training and Development Initiatives
- Kirkpatrick ‘Four Stage Model’
- Tools to measure reaction and learning
- Case studies – defining measurement criteria
- Examining use and limitations of evaluation methodologies currently in use
Evaluation of Training and Development Initiatives
- Learning objectives and setting your measurement criteria
- Transfer of learning into the business – who is responsible?
- Tools to measure the transfer
- Case studies – defining criteria for success
- ROI case studies
- Take a critical view of your current evaluation strategies and design an alternative strategy
Final Q & A Session
A variety of methodologies will be used during the course that includes:
- (30%) Based on Case Studies
- (30%) Techniques
- (30%) Role Play
- (10%) Concepts
- Pre-test and Post-test
- Variety of Learning Methods
- Case Studies and Self Questionaires
- Group Work
Videos and materials
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