Overall we can answer this question by noting that different from claims and as the demands are almost always specific and different type, the responses also have these characteristics. This tells us that there will be several "specific types of training."
Thus, each organization has its own characteristics and style of training. Its projects and programs will be adapted to its history and organizational culture, since there is no universal model of training applicable to all companies.
However, the techniques and methods for detecting the different demands are common to most organizations. Also, the process begin with an analysis of claims is also applicable the generality of the companies. Therefore, begin with the analysis of training requirements. Let us now a proposal to conduct this analysis. Advantages
systems approach in identifying training demands
The first thing to consider is the requests. It is imperative, then, an analysis of the demand for training. One of the most valuable tools in organizations to analyze the claims, are "performance appraisal systems." There are companies that have good performance evaluation systems, enabling them to work to develop valid diagnostic indicators serious training needs. Other surveys and applied made workers and their line managers. However, this is not common. Not surprisingly, there is a lot of companies do not have any performance evaluation system, let alone, to develop training plans. The term "diagnosis" is not even part of the language of the organization. Therefore, a key consideration is the systemic approach to management training company. It is therefore necessary to consider the general context, ie, understand the situation in that act of employees and workers who will be trained and use which may make the learning outcomes.
This requires that those responsible for management training (trainers, analysts, consultants), consider the mission of the company, its strategic vision and technical nature of the tasks.
When the project is approached in this way, you can better define how the roles will each of the protagonists, whether managers of training, trainers or trainees tutotes.
Thus, the analysis of the relationships between each of them will define the scope and areas of consensus and conflict, in which bargaining is required for the training activity can develop and achieve their goals.
The table below summarizes the benefits offered by the adoption of standards such as those described above, when it comes to design, develop and implement various training activities in organizations:
However, many companies who know they must be trained, but do not know how, when and how. Other times, performance deficiencies are identified, but they are not properly relate to materials and methodologies.
Therefore, it is necessary involving the managers of the company offering training solutions appropriate.
Issues to consider in addressing the diagnostic phase of the demands
Here are some aspects to be considered in general to address the diagnostic phase:
In establishing the origin of application: How
what matters is related needs or demand?
What is the relationship between partners (employees, managers) at the origin of the claim?
What are the reasons or grounds for the application?
When talking to the other party (the union president, general manager, operations manager, section chief, etc..)
You need to know their training, position and role in the company.
And with respect to training, their professional motivation, their attitude to training and trainers, etc.
When we formulated the first hypothesis:
What form raised the issue?
What are the expectations manifest?
What background are counted, what is the source of the problem, which causes were detected, and so on.?
Context analysis:
Where does the problem in the context of the company?
What is the company's current situation (climate, skills, projects)?
How do they relate to other units (processes)?
Expectations: What expectations expressed
actors about the project, what role assigned to the project managers, trainers and tutors?
The protagonists:
Who are the beneficiaries?
Do these beneficiaries have received similar training before?
What is your level of competence (knowledge and know-how)? Who
more involved?, Etc.
Obstacles: What obstacles
perceived at the time carry out the interviews?
What restrictions should be considered?, Etc.
Resources:
What resources are counted (rooms, auditoriums, corporate Intranet and training platform for developing e-learning, deadlines, amounts committed, etc.).
Chances are that if you work from Aboca human resources field, our main interest is more in people in their jobs than processes (own materials engineering). Therefore, we aimed to analyze the players regarding training expected. For this we suggest to consider the following when analyzing application: Respect
namely
What are the competencies required to serve in that position?
What is desirable and what is essential?
What are the rules for access to the job? (Check for)
What are the procedures?
How many people within the company or work unit have the same knowledge?
How long it takes to train a person in these competencies?
On the control of the rules:
What degree of autonomy of the worker?
Can properly interpret work procedures?
Can you create new procedures or only apply them? For
hierarchical positions:
Does it filter information to senior and lower?
Do you take decisions that have influence on others or on the allocation of resources?
Many have wondered, after developing the project in a "perfect" in all stages of development and implementation, why the measurement could not be carried out.
Usually because the diagnosis did not consider the expectations of people and their attitudes. To this end, is very important to consider the organizational culture and climate.
Therefore, some questions that HR managers training should consider are:
What are the feelings and values?
What are the problems created by conflict, distrust, hostility and how they manifest?
What are your views on the usefulness of teamwork?
What is your opinion of committees and meetings?
How do people lie about the possibility of negotiations or the existence of rules and procedures?
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