fanta
Hi.
I am working in oil company. We have a training and development function in place, but it is in premilnary stages. At this point in time t & d function arranges in-house and external trainings only.
We are trying to better our t & d function and would like to incorporate the "Learning function" in it. we right now are only focusing on training and there is no focus on development portion.
I would like input on what actually covers the development portion. Help is needed urgently.
Regards
Fatima

From Pakistan, Rawalpindi
leolingham2000
260

FATIMA,

I understand and appreciate your situation.

It is not new and practically many companies go through this experience.

FIRST,

WHAT YOU HAVE DONE SO FAR is TRAINING PROGRAMS.

Training is concerned with the teaching of specific, factual,

narrow - scoped subject matter and skills. It is a formal

classroom learning activities.

EXAMPLE

-time management

-communication

etc etc

-------------------------------

NOW DEVELOPMENT & EDUCATION GO TOGETHER

AS WE TEND TO UTILIZE BOTH RESOURCES TO DEVELOP

PEOPLE.

Development is concerned with a broader subject matter

of a conceptual or theoretical nature and the development

of personal attitudes. It comprises all learning experiences,

both on and off the job, including formal, classroom training.

-----------------------------------------------------

Education is the act, process or art of imparting knowledge and skill

thru

-instruction

-pedagogics

-schooling

-teaching

-training

-tuition

-coaching

etc etc

Education can be divided into many different learning "modes" but the learning modalities are probably the most common:

Kinesthetic learning based on hands-on work and engaging in activities.

Visual learning based on observation and seeing what is being learned.

Auditory learning based on listening to instructions/information.

-------------------------------------------------------------------------------

WHEN YOU APPROACH THE ''DEVELOPMENT'' & ''EDUCATION''

YOU DRAG ''LEARNING '' INTO THE NET.

Learning is a "change" in knowledge, behaviour, attitudes, values, priorities, or

creativity that can result when learners interact with information. It occurs to the

extent that learners are motivated to change, and it is applied in the real world to the

extent they take successful steps to integrate that learning into the real world

situation.

WHAT DOES LEARNING DO?

It helps the participants become motivated to learn.

Helps the participants effectively handle course information and

experience.

Helps the participants develop knowledge, skills, values and

attitudes and creative ideas.

Helps the participants transfer their learning to the application

environment.



TRAINING , DEVELOPMENT & EDUCATION [TED] CONTRIBUTIONS

TO LEARNING.

TRAINING , DEVELOPMENT & EDUCATION ARE THE TOOLS WHICH

HELPS TO DEVELOP THE LEARNING CAPACITY OF THE

INDIVIDUAL AND THE ORGANIZATION .

IT IS THROUGH LEARNING, THE PARTICIPANTS

IMPROVE - DEVELOP THEIR CAREER AND THE

OUTCOMES OF THE ORGANIZATION.

1.T E D-- Broadens the participants' interests / awareness.

2. T E D-- broadens the participants' business perspectives.

3.T E D -- Exposes the participants to new avenues of practices thoughts.

4.T E D-- Prepares the participants for greater responsibility.

5.T E D-- Permits the participants to greater interaction internal/external channels.

6.T E D-- Helps to prepare participants for promotions within the organization.

7.T E D-- Helps to prepare the participants for additional responsibilities.

8.T E D-- Helps to provide the participants with modern practices/ techniques.

9. T E D-- Helps the participants to share ideas concepts with others.

10.T E D-- Helps the participants to accept / manage new technologies.

11.T E D-- Helps the participants to accept / manage new processes.

12.T E D-- Helps the participants to accepts / manage new culture.

13.T E D-- Helps the participants to accepts / manage new OD programs.

etc etc.

================================================== ===

WHEN IT COMES TO LEARNING AND DEVELOPMENT, ONE CANNOT

IMPOSE A PROGRAM, AS IT WILL NOT BE PRODUCTIVE.

THE NEED MUST GENERATED FROM INSIDE THE ORGANIZATION.

WHICH MEANS SURVEYING THE ORGANIZATION.

-----------------------------------------------------------------

FIRST STEP, WATCH FOR THE

Organizational Danger Signals

There are a variety of danger signals which indicate that there may be a need for increased learning opportunities within an organization. However, it may be that we are so accustomed to seeing some of these signals that we do not recognise their importance or we believe that someone else is taking responsibility for them.

Signs that an organization is facing difficulty are not always apparent and this is especially true for those who are working within the organization and are too close to the problem.

Run the rule over your organization to identify danger signals which indicate that there may be a need for new and different learning interventions. These danger signals include the following:

increased customer complaints

a rise in workplace accidents

higher absenteeism

lower sales

increased scrap rates / reworking

lower performance than competitors

low plant utilisation

low staff performance

high staff turnover

poor financial indicators

low morale

problems with suppliers

benchmarking figures do not match or exceed competitors

non-productive friction between departments

non-productive friction between employees especially managers

ETC ETC

ALL THESE INDICATE THERE IS A NEED FOR A DEVELOPMENT

PROGRAM.

---------------------------------------------------------------------------

Team / Departmental and Occupational Needs

Learning /DEVELOPMENT Needs Analysis for Team/Department

Within a team or a department there are needs which may be specific to that group of people. It is also the case that those needs may not be observable or apparent to other parts of the organization. For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed.

Learning needs arise within teams, groups and departments and these should be addressed on a collective basis. Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development.

Here are some questions to help you identify team/departmental learning needs.

Is the provision of learning activities determined from a consideration of organizational objectives?

Is the provision of learning activities determined from a consideration of team / departmental objectives?

Does the team operate effectively as a team / department or just as a collection of individuals?

How might the team / department interact more effectively with its internal customers?

Does the team / department meet to discuss ways of operating more efficiently and effectively?

What skills of coaching and mentoring exist within the department to support learning?

How does the team / department measure its effectiveness and compare itself against other similar teams / departments either within or external to the organization?

Are people encouraged to develop their own skills and knowledge?

Do managers support and encourage the development of people for whom they have responsibility?

Does you organization have clear objectives which people understand and can explain?

Do people understand how they contribute to the objectives of the organization?

Is there a clear induction process for people new to the organization?

To what extent does training and education contribute to improved performance in the organization?

How much training does each member of the team / department receive each year?

Are effective interpersonal skills observed all the time between members of the team / department?

================================================== ================

IDENTIFICATION OF OCCUPATIONAL LEARNING NEEDS

Occupational groups may also have needs specific to that discipline, and while professional bodies etc may provide training programmes it is unlikely that they will be sufficiently focused to match the organization's specific requirements of the occupational group.

The identification of learning needs may be conducted to address a specific cross-section of employees within an organization such as operators, administration, sales etc. This enables resources to be focussed more directly on those whose who have a specific need.

Use these questions as an prompt to identify specific areas of occupational training.

What current activities require specific training?

What future developments will require specific training?

Is a job analysis carried out to identify the skills and knowledge required for tasks in a particular occupation?

How are the skills of staff evaluated and compared to the requirements of the department?

Does a procedure exist for upgrading the skills of staff?

How often is a staff appraisal carried out and how often is there a follow up meeting?

Do members of staff have personal development plans which are designed to enhance their skills?

Is a ‘licence to practice’ required for the occupational area?

How do you ensure that you get the qualifying level of continuing professional (education) points?

Do you regularly read professional / trade journals – what are the current issues of concern and which need addressing through learning strategies?

Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities – are these used to inform decision making?

=============================== 4

Are Skills Thresholds A Problem?

The circumstances in which an organization operates are continually in a state of change and it is essential that employees have the skills and behaviour to address these issues whether they involve new products, new services, new markets etc.

Are The Necessary Skills Available

Many activities within an organization are routine or planned in advance and therefore should be regularly assessed in order to determine the extent to which training and development are necessary. This checklist can be used as a prompt to identify areas that may require training/DEVELOPMENT to ensure smooth transitions and prevent bottlenecks.

Appraisal

Assessment Centres

Audit

Critical Incidents

Induction Training

Internal promotions

Internal transfers

New equipment

New legislation

New markets

New procedures

New products

New standards

New systems

Other training events

Performance Management

Skills shortages

Succession Planning

================================================== =

Training Programmes - Skills Checklist Below is a list of the main training areas which are to be found in many organizations. It can be used as a menu to identify areas that may not currently be addressed.

Accounting

Appraisal Skills Training

Assertiveness Workshop

Business Communication

Business Ethics

Business Strategy

Business Writing Skills

Career Development

Change Management

Coaching & Mentoring Skills

Conflict Management

Consulting – Internal and External

Continuous Improvement

Creativity

Customer Service training

Customer Relationship Management

Diversity Training

Drug / Substance Abuse

Emotional Intelligence

Employment Law

Equal Opportunities Training

Executive Leadership

Financial Skills

Goal Setting

Harassment

Human Resource Development

Human Resource Management

Induction Programme

Interviewing Skills/Techniques

Leadership

Managing Conflict

Managing Difficult People

Managing Resources

Marketing Introduction to

Meeting Skills

Motivation

Negotiating Skills

Performance Appraisal

Personal Assistant Skills

Personal Efficiency Programme

Presentation Skills

Project Management

Quality Management

Selling Essentials

Small Business Management

Strategic Management

Stress Management

Supervisory Skills

Supply Chain Management

Report Writing

Team Building

Team Skills

Team Leader Skills

Telemarketing Skills

Time Management

Train the Trainer

Training Skills

Workplace Safety

Workplace Violence

================================================== ====

Individual Learning Needs Analysis Information

HR / THE LINE MANAGER should regularly review the performance of those individuals for which they have responsibility. This is usually done during the appraisal interview, but if this only occurs once a year it is insufficient and should be more frequent.

Below are a number of areas which need to be considered and which may provide insights into areas of learning needs:

Does the person have the ability to successfully achieve work objectives?

Does the person have the right attitude for the job?

What is the level of energy which is used by the person?

Are they lacking specific areas of experience which need to be addressed?

Can the person work flexibly?

Does the person possess the interpersonal skills to work effectively in their area?

Does the person have the specific knowledge required for the post?

Do they demonstrate suitable maturity for the post?

Does the person possess the people management skills for their position?

What is their level of productivity?

Does the person have the potential for promotion?

Does the person have the qualifications necessary for their current or future positions?

Does the person have the ability to work in a team?

Does the person have the specific technical skills required for this or a future position?

The person with most responsibility for your learning is you! Although there are general training policies and procedures you cannot expect the organization to have the same insights which you possess. If you have not already done so, you should seize the opportunity to shape your career - research suggests that those who plot their careers tend to be more successful than those who cross their fingers and hope for the best.

There are now few jobs for life and people regularly change not only their jobs but also their careers during their working life. For these reasons, you should regularly conduct a personal audit along the lines of the questions below to ensure that you are heading in a direction that you wish to follow.

What are your strengths and weaknesses?

How do you plan to address these weaknesses?

What changes are happening to your area of professional expertise?

How do you propose to keep up to date and maintain your professional standards?

What training have you had during the past year?

Do you have any choice in choosing the training courses you think you need?

How does your training link to organizational aims and objectives?

Are your skills being used effectively in the organization?

Do you discuss your training needs with your line manager / the training department?

Do you have a career development plan?

Do you have a personal development plan?

Do you have the transferable knowledge and skills to enable you to find another job if you current one ends, or you choose to change employer?

Collecting the Data

Data can be gathered from a number of internal and external sources and they provide different insights depending on what is collected. Therefore, it is important to investigate the most appropriate information to guide the learning needs analysis e.g. :

sufficient data is collected;

limitations of data are recognised;

opinions are carefully investigated to see if they are justified.

Sources of Data Checklist

Gathering information for the purpose of identifying leaning needs can be conducted in a number of ways and the type of data gathered influences the manner in which it can be applied.

Internal Sources

Activity logs

Appraisal documents

Current employees

Customer feedback forms

Customers verbal comments

Desk analysis

Employee satisfaction surveys

Focus groups

Health and Safety audits

Interviews

Management information systems

Personal Development Plans

Observation

Questionnaires

Personnel records

Sales figures

Sales personnel

Training records

External Sources

VARIOUS Consultants

Industry conferences

Industry journals

Libraries

Learning and Skills ASSOCIATIONS

Newspapers

Professional journals

Trade magazines

The Office of National Statistics

==============================================

Identification of Personal Learning Needs Questionnaire

The person with most responsibility for your learning is you! Although there are general training policies and procedures you cannot expect the organization to have the same insights into your needs which you possess. If you have not already done so, you should seize the opportunity to shape your career – research suggests that those who plot their careers tend to be more successful than those who cross their fingers and hope for the best.

There are now few jobs for life and people regularly change not only their jobs but also their careers during their working life. For these reasons, you should regularly conduct a personal audit along the lines of the questions below to ensure that you are heading in a direction that you wish to follow.

• What are your strengths and weaknesses?

• How do you plan to address these weaknesses?

• What changes are happening to your area of professional expertise?

• How do you propose to keep up to date and maintain your professional standards?

• What training have you had during the past year?

• Do you have any choice in choosing the training courses you think you need?

• How does your training link to organizational aims and objectives?

• Are your skills being used effectively in the organization?

• Do you discuss your training needs with your line manager / the training department?

• Do you have a career development plan?

• Do you have a personal development plan?

• Do you have the transferable knowledge and skills to enable you to find another job if you current one ends, or you choose to change employer?

=================================================

FOR YOUR PURPOSE,

I WILL LIST FEW DEVELOPMENT PROGRAM AS SAMPLE.

-business process improvement.

-business re-engineering.

-business excellence

-people excellence

-one to one coaching for managers

-leading by results

-managing by exceptions

-mentoring in the workplace

-developing business acumen

-developing business plan

-managing change for managers

-strategic thinking

-appreciation of finance for non-finance people

-appreciation of marketing for non-marketing people

-continuous improvement.

etc etc

REGARDS

LEO LINGHAM

================================

=========================================

From India, Mumbai
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