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Training Needs Analysis (TNA) Template

Discuss about the Report for Develop Teams and Individuals of Resource Management practice.

A training need analysis ensures the fact that the training is targeted to the specific individual and the training requirements are made. The survey in Australia is mainly conducted by the National Skills Standards Council. While determining the survey, both the trainer and the assessor are required. The Australian Survey Research combines the process expertises that possess smart as well as powerful software. This in turn helps to maximize the information regarding the workforce as well as the customers and the business processes. With its extremely competent consultants and Survey Manager proprietary software, ASR is exclusively situated to partner with groups that want new imminent into managing their internal and external relationships (Ford 2014).

The Training procedure

Figure: The Training procedure

(Source: Created by the Author)

Employee Name:

Position: Business Skills Trainer

TNA Done By:

Major tasks of position

Training/skills development required?

If yes, identify what training needs exist

How will this be achieved?

(eg on the job, external training, coaching, mentoring)

When?

Who will organise?

Training provider/ Manager, Mentor?

Yes

No

Traditional skills

Yes

Technology and the knowledge of advancement of technology

This can be done using mentoring as well as external training sessions so that organic learning can be applied and secondly, the new directions that are available to do one task

Every six months

Training Provider/ Mentor

Knowledge transfer

Yes

The training should be based on sharing the tasks based on the requirement as well as helping others

This can be done using mentoring where the trainer/mentor can help in analyzing the overview of the tasks and he sharing of the knowledge

Regular sessions

Mentor

HRD Planning

Yes

To prepare the business for inevitable change (HR base)

External Training as it will help the people in human resource to struggle with the change in attitude skills that could force a new way of working

Workshop

Training Provider

Analytical Skills

No

The training should be based on analysis of the trends and theory

It is based on the experience of the work done. However, coaching can be an useful medium to analyze the tasks on the whole

Depends on the requirements of the task

Mentor

Team Working skills

Yes

The act of training on sharing, helping as well as conducting seminars and workshops

Mentoring

During any seminars or workshops

Mentor

Interpersonal Skills

No

Through experience in training as well as mentoring

Effective organizational skills

Yes

The training needs to be based on different ethical principles as well as codes of practice and privacy laws that if followed can lead to understanding and improvement of skills on a wider scale

The training is mostly provided on the job, so that the person is aware of the regulations that governs the organization skill set

At the time of joining of the employee

Training provider, manager and mentor as well.

Good relationships and approachable by other team members

No

Can be based on the good team working and knowledge transfer skills

Through interaction amongst the employees regarding the task

Negotiation skills

Yes

The training provided during understanding of different skills

This can be achieved by analyzing different skills during training and the way the negotiation is done from a task to a decision made

Always Prevalent

It will be helpful through the interaction with mentors, managers as well as training providers.

Question 1:What do we want to achieve in the period ahead?

We want to analyze all the skills that can be adopted by the employee as well as the management by delivering performance skills based on performance standards. Moreover, the performance standards are measured on the actual business outcomes of the employees as well as productivity and the quality of the product. On the contrary, a clear complementary relationship needs to be developed between different skills and HR planning.

Question 2: Where do you/we see your career progressing in the next two years?

My career progressing in next two years is primarily based on the analytical and interpersonal skills I possess. Conversely, I would like to see as a trainer who guides the other fellow mates while analyzing the key areas in the organization. Moreover, these two years will make me experienced and will enhance the efficiency of my skills of doing the task in a better way while evaluating great career move for different and diverse opportunities.

Question 3: How are we going to make this happen?

We are going to make this happen by continuous scrutiny as well as evaluation that will not only help in accomplishing goals and objectives of the organization but will also help in assessing the employee and organizational knowledge, skills and abilities. These will form the basic criteria for measuring utility and success in the organization.

Question 4: What will you need from the company to help you to reach your career goals?

I would need continuous support as well as guidance at my every step for achieving my career goals. Additionally, I would like to be corrected when I am wrong, while considering the basic gaps that are essential in analyzing the current performance with the organizational objectives.

A competency can be any knowledge, skill, or ability, demonstrated through behavior that results in superior job performance. Some definitions include personal qualities, values, or traits as competencies. Examples of competencies include interpersonal effectiveness, teamwork, technical capability, and reliability.

Competencies are not job descriptions.  A job description looks at what and analyzes elements of the job. A competency model focuses on how.  Use this template as a guideline to develop a competency profile for a particular position.

Candidate: 

Organization: 

Position: Business Skills Trainer

Signature of Candidate:                                               Signature of Manager:

Types of Competency

 

Already demonstrates-

give evidence

Needs to develop

Comments

Leadership – the competencies required to create vision, establish direction, develop strategy, and lead implementation e.g.

The evidence that develops the leadership need is support, evaluation and development.

The technical and delivery of cultural intelligence with personal responsibility needs to be developed (Storey 2016).

With the passage of time, this can be improved if the basic key is to success and make others follow the same path as well.

·         Analyze Corporate training needs

The corporate training needs completes a total skill set of trainer.

There is a need of professionalism as well as strategic thinking that needs to be played.

The task done needs to involve self-leadership first.

·         Develop training strategy

The training strategy that needs to be analyzed are skills profiling.

Needs to develop the competency requirements based on basic few that is equity and diversity and talent and resource management (Armstrong and Taylor 2014).

Performance outcome highlights the needs that develops through performance management and the continuous need for action plans every 8-12 months.

·         Collaborate with senior management

More practice groups to serve a client.

Every practice group should have earned from selling discrete services.

Senior management acts as a pillar to the improvisation process (seeè helpè improveè team) (Prenestini et al. 2015).

Managerial – the ability to manage functions, plan and delegate work, and execute against  a plan

The managerial development focuses more on planning and functioning.

The change management and problem solving should go hand in hand (Prenestini et al. 2015).

The managerial should strive for decision making more to yield profitable results.

·         Develop course curriculum

The curriculum development is all about to design and implementation.

A proper cycle of all skills and competency management needs to be developed following from business needs, gaps, design, adjustments and evaluation (Tyler 2013).

The course learning outcomes needs to be organized into learning activities.

·         Develop Assessment tools

The tools are not evident in the research.

The research needs to develop different types of assessments to view the better picture of the candidate through the following tests.

·         Psychometric test

·         Business simulation

·         Group exercises

·         Role-play

·         Interview (O'Neill et al. 2014)

This is the important as it analyses the skill set of the candidate. It is deemed to be important in the analysis.

Functional – the technical aspects of the job (e.g., computer literacy, literacy and basic skills vocabulary)

Writing reports based on the experience through coaching is evident.

The analysis should be functional in nature for employees for corporate reporting, optimization and HR management (Armstrong and Taylor 2014)

It constitutes of the task force and the aligned duties.

·         Organizational  skills

The coordination of tasks.

The time management needs to be developed and should be evaluated based on specific plans while paying details for specific plans (Certo 2015).

Consistency of the skills needs to be in place.

·         Presentation Skills

Planning and designing of the presentation.

The need of developing is through planning, preparing, practicing and presenting (McArdle 2015).

“Animating the Audience” for best possible results.

Interpersonal – the ability to communicate and listen effectively

It composed of communications, development and understanding but laid no focus on attempt of empathy and motivations.

Social skills based on basic interactions (Michelson et al. 2013).

Social skills is a subset of interpersonal skills.

·         Communication skills

Teamwork, negotiation, selling and business writing skills are at its most.

Win-win conversations, influencing skills and cross cultural communication with business writing skills (Certo 2015).

Interaction is the basic key to any skill or competency requirement.

·         Conflict Resolution skills

Diagnosing and defining conflicts based on the alternate solutions.

The need to evaluate outcome.

The skills are best suited through a pattern from engage to resolve.

·         Assertiveness

Combination of one’s and other needs

The principles of foundation of needs (Paull et al.  2013)

Personal/Individual – self-awareness, integrity, commitment

High in the evidence.

Needs to plan the course of action to self-integrity.

The assertiveness of personal commitment.

·         Role Modelling skills

The value of behavioral influence.

Need to analyze career goals with the performance outcome(Eisler and Frederiksen 2012)

A complete package based on self-strategizing skills.



Project Title:

Presentation Skills Development program

Learners Name

Section

Facilitator /Mentors Name

Supervisors Name:

Period Of This Plan

Start: 

Finish:

 

Time Frame 3 Months

Purpose:

Develop the Presentation Skills of the candidate to a high level of competency

OUTCOMES OF THE LEARNING:

The learning have been beneficial as there is brief understanding of different skills in training. On the whole, there is potential benefit of understanding of an innovative way to view training.

The training has been mainly informational based on different strategies undertaken to learn whether it is continuance guidance through mentoring or training by the senior management (Grint and Woolgar 2013). Moreover, the changing need of getting upgraded on the different skills is evident on the different ways of undertaking a practical situation guided in workshops and seminars

The nature of the skills and the responsive on the skills analyze the dependency of one skill on the other that has helped in broadening the outlook of the person. Conversely, working in a team adds to one such skill that makes the person capable to transfer one’s knowledge to others and making the person approachable as well.

EVIDENCE THAT OUTCOMES REACHED

The evidence of the outcomes can be reached by preparing the questionnaires that are mostly effective for large groups. The individuals are required to complete the questionnaires before and after the training.

It is also required to observe the performance of the individuals. Interviews can also be constructed to check the knowledge of the individuals (Morckeet al. 2013).

Development Need

Work-based Learning Strategies

Resources Required

Time Line

Evaluation

Describe what needs to be developed

How can learner develop these skills at work or through external resources

Describe the resources and people that may be required.

What are the key milestones and dates against which progress can be monitored

How will we know that the skills and understanding have been developed?

1. A systematic identification as well as implementation of the learning and the development needs in line with the requirements of the organization. It will help the individuals to develop effective organization skills.

2. It is important to ensure that a learning plan helps to meet the needs of the individuals as well as the development of the group. The need for development is collaboratively developed. 

3. The need for development encourages an individual to develop the analytical skills. This in turn helps the individual to self-evaluate the performance as well as recognize the areas of improvement.

4. It is also important to collect the feedback on the performance of the team members from pertinent sources.

The training should mainly take place in a stimulated workplace. The external resources are mainly the sustainable stimulated work environment. The external resources will help to undertake the work in a specific manner (Schmeck 2013).

The resources required in this case includes

1. Guest Speakers

2. funding

3. Time

4. Equipment those are required for training such as white board as well as audio-visual equipment.

5. facilities

Technical tools as well as equipment.

1.Deadline – 1 year

2.Deadline – 6 months

3.Deadline – 5 months

4.Deadline – 2 months

The ways by which it can predicted that the skills and understanding have been developed are as follows:

1. It is required to use the feedback from the individuals as well as the teams so as to identify as well as put into practice improvements in the learning measures of the future.

2. It is also important to discuss the alteration to the process of learning. This will in turn improve the competence of the learning.

3. In order to understand whether the skills have developed or not it is necessary to document as well as uphold the records and the reports of competency.

4. It is also important to keep a check on the demonstrated behaviors of the individuals and it is also important to keep a follow up meeting.

Feedback is mainly an impact on the individuals working for an organization. A feedback loop is generated when the feedback impacts each other. Feedback loop are mainly of two types that includes both positive feedback loop as well as negative feedback loop. A positive feedback loop causes more performance of the action. However, a negative feedback loop leads to a fewer action of the performance. However, a positive feedback loop can be bad for an organization and a negative feedback loop can be good for and vice versa (Ivanov and Ivanova 2014).

FEEDBACK

Name of person providing feedback:

Development Plan

The development and the implementation of an effective learning and the development system are important for an organization.

Technology

The advancement of the technology has a great potential benefit that offers learning and also training.

Relationship in the workplace

It is important to maintain a good relationship in the workplace to help the organization grow.

Analytical Skills

The Statistical computation methods are required in an organization and as a result it is important to develop analytical skills.

How did you seek the feedback?

The feedback will help to make a better decision and make a better career for the future. The feedback will also measure the performance.

Briefly summarize the feedback that was provided

The feedback that was provided were mainly positive and the feedbacks helped to develop

Comment on whether you agree with the feedback

I do agree with each and every feedback

Comment on whether you found the feedback useful (and why / why not)

I do find the feedback useful as feedback has helped me to develop and the feedback has also helped to distinguish where we stands.

Comment on how you plan to use the feedback

I will use the constructive feedback as the feedback will help to know about the things I am good at which I was not aware about. I will also make use of the negative feedback as the negative feedback will help me to overcome the negative point.

The ways by which feedbacks can be obtained are as follows:

Obtaining the feedback from the clients

The most important to collect feedback is to obtain it from the clients. It is most valuable to gain the feedbacks from the clients. They will be able to provide the feedback that will help us to identify whether the training that has been provided to the individuals have helped the organization or not (Janseet al. 2014).

2. Obtaining the feedback from the supervisors as well as the colleagues –

Competency Gap Analysis Template

The supervisors as well as the colleagues will help to provide with the feedback that will help to examine the role of the individual. The supervisor will be able to provide with the fact that how the performance of the individual is tracking. The colleagues will be able to give the viewpoint about the fact that whether the individual is able to influence the others (Mulder 2013).

Personal and Reflective Behavioral Strategies –

If the individual is able to identify the behavioral strategy that will help the individual to gain the feedback from his end. If the individual is able to identify the reflective behavior and if he is satisfied with it then that will reflect a positive feedback.

Informal as well as formal appraisals –

If the organization can give appraisal to the individuals, if they are performing well that will act as a positive feedback for the individual. The appraisal can be in the form of applaud that can be given to the individual. This will act as by far the most important positive feedback and will encourage the individual to perform well.

Conclusion

The Australian Survey Research combines the process expertise that possesses smart as well as powerful software. The supervisors as well as the colleagues will help to provide with the feedback that will help to examine the role of the individual. The appraisal can be in the form of applaud that can be given to the individual. A positive feedback loop can be bad for an organization and a negative feedback loop can be good for and vice versa. The need for development encourages an individual to develop the analytical skills. The training should mainly take place in an enthused workplace. Most importantly a positive feedback and will encourage the individual to perform well. 

References

Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management practice. Kogan Page Publishers.

Certo, S., 2015. Supervision: Concepts and skill-building. McGraw-Hill Higher Education.

Eisler, R.M. and Frederiksen, L.W., 2012. Perfecting social skills: A guide to interpersonal behavior development (Vol. 56). Springer Science & Business Media.

Ford, J.K., 2014. Improving training effectiveness in work organizations. Psychology Press.

Grint, K. and Woolgar, S., 2013. The machine at work: Technology, work and organization. John Wiley & Sons.

Ivanov, D.A. and Ivanova, T.Y., 2014. Feedback-enhanced self-organization of atoms in an optical cavity. JETP letters, 100(7), pp.481-485.

Janse, P., Boezen-Hilberdink, L., van Dijk, M.K., Verbraak, M.J. and Hutschemaekers, G.J., 2014. Measuring Feedback From Clients. European Journal of Psychological Assessment.

McArdle, G.E., 2015. Training design and delivery: A guide for every trainer, training manager, and occasional trainer. Association for Talent Development.

Michelson, L., Sugai, D.P., Wood, R.P. and Kazdin, A.E., 2013. Social skills assessment and training with children: An empirically based handbook. Springer Science & Business Media.

Morcke, A.M., Dornan, T. and Eika, B., 2013. Outcome (competency) based education: an exploration of its origins, theoretical basis, and empirical evidence. Advances in Health Sciences Education, 18(4), pp.851-863.

Mulder, R.H., 2013. Exploring feedback incidents, their characteristics and the informal learning activities that emanate from them. European Journal of Training and Development, 37(1), pp.49-71.

O'Neill, R.E., Albin, R.W., Horner, R.H., Storey, K. and Sprague, J.R., 2014.Functional assessment and program development. Nelson Education.

Paull, D.E., DeLeeuw, L.D., Wolk, S., Paige, J.T., Neily, J. and Mills, P.D., 2013. The effect of simulation-based crew resource management training on measurable teamwork and communication among interprofessional teams caring for postoperative patients. The Journal of Continuing Education in Nursing, 44(11), pp.516-524.

Prenestini, A., Calciolari, S., Lega, F. and Grilli, R., 2015. The relationship between senior management team culture and clinical governance: Empirical investigation and managerial implications. Health care management review,40(4), pp.313-323.

Schmeck, R.R. ed., 2013. Learning strategies and learning styles. Springer Science & Business Media.

Storey, J. ed., 2016. Leadership in Organizations: Current Issues and Key Trends. Routledge.

Tyler, R.W., 2013. Basic principles of curriculum and instruction. University of Chicago press.

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