Following on from our post, last week, identifying some of the key thoughts prior to setting out to produce a training needs analysis (TNA), this week we turn to the first of the 3 levels of analysis.
TNA – Organisational Level
Put simply, our outcome is to provide a summary of the organisation’s training needs. The IIP framework offers an approach for undertaking this. There are several stages of activities listed below and we need to identify the important considerations to ensure that this activity continues to have an impact at strategic level.
With the overall goal of producing a summary of the organisation’s training needs, then the stages are as follows:
1. Identify priority needs from the top team’s view of their mandatory requirements, this completed via interviews with members of the top team
2. Where the organisation is values driven, then determine needs from organisational values. However, ensure that values are understood and are an integral part of the performance management process.
3. Where competencies exist, then determine the needs from organisational competencies (these can be simply “key” competencies). However, ensure that the competencies are understood and are an integral part of the performance management process.
4. It will also be necessary to determine the priority needs from the each functional/department team’s own training plans. At this point, make every effort to ensure that line managers retain “ownership” of their own team’s plan.
5. Remember that there will be competencies and/or values linked to leadership & management. These will need to be reviewed as they provide the rationale and basis of any management development activity.
The overall goal is also to maintain the strategic impact of any subsequent investment in meeting the identified needs. With this in mind the next steps become:
6. Meet with the top team (possibly representatives/steering group) to confirm training priorities for whole organisation in line with business plan. Be prepared to discuss allocation of spending and the process for validation and evaluation.
7. Produce draft training plan at organisational level. Consider the coverage, does it reflect the organisation’s diversity whilst at the same time enhancing its uniqueness?
8. The top team should then allocate budget to plan. Be prepared to discuss lost time and opportunity costs in the calculations. This may be useful in later considerations about applying different approaches to meeting the emerging needs.
9. The top team should review progress of their investment on a quarterly basis. Consider a simple pro-forma for reporting at top team level.
10. The top team review the impact of their investment at an annual review of the costs and benefits of training. It is important to consider all costs and to keep it simple, it may be that a focus on “perceived” benefits can be as useful as engaging in the complexity of finding “real” benefits.
11. The top team should also be encouraged to extend the discussion they have at an annual review and consider how that impact might provide changes to the plans for training & development in the next business cycle.
Next week – producing a team training plan.