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Training Needs Analysis: Determining Training Needs

By: HRODC Postgraduate Training Institute, A Postgraduate-Only Institution

United Kingdom

02 - 06 Mar, 2020  5 days

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GBP 5,000

Venue: London

By the conclusion of the specified learning and development activities, delegates will be able to:

  • Demonstrate a heightened understanding of the underlying notions of organizational development and establish how a successful training needs analysis can lead towards organizational development;
  • Describe training in the aspect of macro and micro organizational development;
  • Identify the rationale for and definition of Training Needs Analysis (TNA);
  • Demonstrate a heightened understanding of how organizational training needs analysis, subsystem training needs analysis and individual training needs analysis are conducted;
  • Enumerate the approaches, methods and techniques of TNA and discuss each;
  • Distinguish among education, training and development as important organization investment;
  • Determine the organization’s opportunity costs in providing education, training and development among its employees;
  • Establish the efficiency gains derived by an organization out of education, training and development of its employees;
  • Demonstrate their competence in the measurement of efficiency gains and suggest ways on how to improve efficiency gains;
  • Ascertain how return on investment can be achieved to justify the funding for the employee’s training;
  • Explain the underlying concept of Investors in People (IIP);
  • Gather information and evidence from ‘Investors-in-People’;
  • Calculate Return on Investment (ROI) from education, training and development;
  • Describe the organizational learning process as part of the training needs analysis;
  • Realize the importance of focus group in the learning process;
  • Describe the key procedures and skills required to implement action learning;
  • Identify how an organization can facilitate organizational development;
  • Determine the training applications of experiential learning and learn how to utilize effectively the powerful potential of learning from experience;
  • Understand reflective practice as part of the training process;
  • Develop the necessary skills through some collaborative learning opportunities;
  • Determine the different ways of developing a synergy in the learning process;
  • Draw the importance of learning to learn which leads towards the improvement of an individual’s ability to learn;
  • Ascertain how lifelong learning mark a decisive turning point in the way that people and organizations define and manage their learning;
  • Demonstrate a heightened understanding of the group processes and organizational change;
  • Identify the sources of information for TNA and the factors which should be taken into consideration when choosing which among the approaches will be used;
  • Demonstrate a heightened knowledge of how training needs might be devised from Strategic Plans;
  • Suggest how training needs might be derived from an examination of an organization’s Tactical Plans;
  • Highlight the value of Operational Plans in the determination of departmental training needs;
  • Provide a practical guide with respect to the use of Strategic Operational Review in determining organizational and departmental training needs;
  • Demonstrate the use of Human Resource Plan in the determination of individual training needs;
London Mar 02 - 06 Mar, 2020
GBP 5,000.00
(Convert Currency)

Ms. Michelle +442071938392; +447487877573; +639368309409

Prof. Dr. R. B. Crawford
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