Course objective

• State the purposes of and audiences for, a training and development strategy, and therefore the choices about its content.
• List the various drivers and influences on such a strategy
• Link these together systematically towards a working framework for strategy development
• Articulate the case for investing in learning and development as an essential support for business direction goals and strategies and help top management determine their approach to people development
• Translate strategic and operational goals into the human capability needed to achieve them
• Choose priorities for investment
• Appreciate the demands of talent management from the organizational and the individual point of view
• How to review training and development policy against business goals and market objectives
• The value and strategic importance of the competency framework
• How to ensure that a companys resources for training and development are accurately targeted
• How to capitalize on the vital link between competencies on the vital management
• How to evaluate and then maximize the benefits from training and development activities

Course outline

Getting started

• Identifying the organisation/company training policy
• The need for good record keeping
• Developing a manpower inventory

The pressures for change

• The external pressures for change
• STEP analysis
• The internal pressures for change

Observation techniques

• Direct observation
• Video and exercise
• Report from supervisors and customers

 Efficiency indicators

• Identifying causes of unsatisfactory performance
• Analyzing staff turnover figures

Questionnaires

• The use of questionnaires
• The training questionnaires

Job activities

• The value of well –constructed job descriptions
• Developing manpower inventory
• Identifying gaps in skills

Critical incidents

• What is critical incident
• Making use of critical incidents

Performance appraisal reports