Training Project

LDR 616
Baheejah Lumumba
Siena Heights University

Organizational Analysis
The purpose of organizational analysis is to determine those organizational

factors that either facilitate or inhibit training effectiveness ( Aamodt 2013

p.285)
A properly conducted organizational analysis try to determine the best fit
between the organizations current internal environment ( Structures,
policies, procedures, and future expectations and objectives (Blanchard &
Thacker 2010 p.131)

Organizational Analysis
Training can not be designed until we first understand the organization.
Appropriate training material must address various learning styles and incorporate

employee assessment in the process by using learning objectives as a guide.

Are pay practices congruent with the new direction taken by the company
Are enough employees available to accomplish the objective ?
Is the strategy congruent with the current practices? ( Blanchard & Thacker
2010 p.131)

Competencies
A competency is a cluster of highly interrelated attributes, including knowledge, skills,

and abilities ( KSAs) that give rise to the behaviors needed to perform a job effectively.
Competencies can be either technical or behavior.
Technical competencies reflect the knowledge required to perform a specific role.
Behavior competencies describe the KSAs that reflect how they apply knowledge.

Customer/ client focus.

Team work.
Communication proficiency/ Technical capacity. ( SHRM 2013)

Job Analysis
Job analysis information is used for designing training and development

programs, According to ( SHRM 2012) the job analysis process begins

when the analyst collects information about the nature of the work and the
specific tasks to be done, the human resource department can help discover
unassigned duties and produce information on job requirements;

Job Analysis
According to Aamodt (2010) a thorough job analysis is the foundation for

almost all human resource activities. Job description, evaluate performance,

and training programs (p.36)
Although there are many ways to conduct a job analysis, the goal of most

analyses is to indentify the tasks performed in a job.

The KSAs needed to perform.
The tasks under the condition indentified (p.49)

Evaluation
Critical evaluation is defined as the ability to interpret information with which to

make business decisions and recommendations.

Maintain expert knowledge in the use of data, evidence-based research, and business

metrics to make critical decisions.

Analyzing information necessary for evaluating , and using data to make effective

decisions.
Sponsoring initiatives for process improvement using evidence-based solutions.
Providing a strategic view to direct and prioritize decision-making ( SHRM 2015)

Evaluation

Blanchard & Thacker ( 2010) found two types of data in the evaluation phrase
the process evaluation compares the developed training to what actually
takes place in the training program. Outcome evaluation determines how
well training has accomplished its objectives (p.329)

Evaluation Form
Name of presentation or title
Material content.
Organization material.
I would recommend this statement.
Use relevant examples.
Overall content rating.
Material content should hold trainees interest, expertise on the topic and show effective

response to questions (Dressler 2000).

Learning and Development

Aligns organizational business needs with employees competencies, knowledge,

and skills, while effectively closing the gap between them.

Develop programs to promote the transfer of knowledge from experienced

employee.
Create a forum of internal social networks for effective sharing of knowledge

among employees.
Supervisor responsibilities/ for the overall direction, coordination of department.
Leonard (2015)

Trainers Manual
According to Blanchard & Thacker (2010) the trainers manual provides

all the information in the trainees manual and information on what the
trainees need to do and how to do it (p.291)
How to be tactful.
How to build strong customer relations.
How to prevent customers from walking away with a problem.
How to make customers feel welcomed and come back.

Training effects to measure

Evaluate the trainees reaction to the process. Learning test : to determine

whether principle skills, and facts, they were supposed to learn.

Behavior: Are employees in the store complaint department more courteous

towards irate customers than previously?

Did the number of customers complaints about employees drop?

Triggers/ higher performance standards- customer request.

Lack of basic skills.

Implementation

The outputs from the development phrase are brought

together and become the inputs for the implementation stage Blanchard &
Thacker (2010 p.301)
Input = Instruction material.
Process= Dry run- deliver action training.
Out put= Learned KSAs- evaluation
At this point you are ready to implement your plan.

Conclusion
The overall objective should be to improve the employee performance and

improve the individuals effectiveness.

References
Aamodt, G. M. (2013) Industrial Organizational Psychology: An Applied Approach

( 7th ed.) Belmont, CA Cengage Learning.

Blanchard, N. P. & Thacker, W. J. ( 2010) Effective training: Systems, Strategies,
and Practices (4th ed.) Prentice Hall, Upper Saddle River, NJ
Dessler, D. Human Resource Management (2000) eighth ed. Prentice Hall, Upper Saddle River, NJ
Society of human resource management ( 2014) How to conduct a training need
assessment: Permissions retrieved from www.shrm.org/templatestools/toolkits/pages/performingjob
Society of human resource management (2015) The SHRM Body of competency and knowledge 13
Retrieved from http://www.shrm.org/certification/documents/shrm-bock-final4
Leonard, B. (2015) Permissions: Does HR hold the key to reshaping performance management? Retrieved from
http://www.shrm.org/hrdisciplines/orgempdev/article .