The four phases of any training needs analysis process are:
Phase I – strategic analysis
Phase II – preliminary and performance analyses
Phase III – quantitative analysis
Phase IV – analysis wrap up
Phase I – strategic analysis – provides a broad overview of the required training. This overview acts as the foundation for the analysis process.
During this phase, you need to review the organization's strategic plan to ensure that the needs analysis is in line with the organization's strategic goals and objectives. Using the information gathered through the strategic plan review, you can determine the assessment parameters for the analysis.
Issues to Identify
During the strategic analysis phase, the following issues are identified: the organization's mission or philosophy, the business challenges facing the organization, the organization's vision and goals, and the available budget.
the organization's mission or philosophy
Organizational culture includes overt and implicit direction and philosophy around training.
For example, a company may have a mission statement that stresses innovation, or quality, or safety.
The statement may even specifically use phrases such as "creating a strong learning environment." By reviewing the organization's strategic plan, you should be able to infer the organization's mission and philosophy around training.
the business challenges facing the organization
Every organization's strategic plan identifies challenges that an organization faces.
Training should be developed to help the organization meet these challenges successfully. For example, a manufacturer's current challenge is to reduce carbon dioxide emissions in line with new federal regulations.
Thus, the training needs analysis should attempt to identify the organizational requirements needed to meet this business challenge. The strategic analysis should also identify challenges specific to training - for example, the difficulties in training a culturally diverse target audience.
There is little point in teaching people what they already know. In business, it is not only a waste of scarce resources, but it also lowers employee morale.
A training needs analysis is an important first step toward the development of the training plan because it helps to identify real training needs.
And, some businesses don't adequately differentiate between training wants and needs.
Training Gaps
A training need is a gap between what the skill or knowledge level is and what it should be for employees to carry out their work competently.
A good needs analysis is able to distinguish between training wants and needs by identifying gaps between current levels of skill and knowledge and the levels of skills and knowledge needed to reach organizational goals.
Training Needs Analysis
This type of analysis also gathers information about the training's target audience and trainees' learning styles so that appropriate strategies for training can be selected.
The frequency with which you should conduct training needs analyses depends on a number of factors including the size of the organization, the changing demands faced by the organization or industry, and the competitive or financial pressures that it faces.
Often it is useful to run training needs analyses concurrently with, or immediately after, strategic planning cycles.
Alternatively, organizations may need to carry out these analyses annually or on an ad hoc basis when the need arises.
Training Situations
Training needs assessments can be instigated in response to a variety of situations.
Example - Automotive assembly plant
For example, new equipment is being installed at an automotive assembly plant. Employees need to learn how to use this equipment and to follow new processes associated with the equipment.
Additionally, the quality standards for the industry have recently been updated and the assembly plant employees need to incorporate new work processes. These two situations call for a training needs assessment.
Although organizations' training needs differ, a formal five-step training process should be followed: determine training needs, design the training program, deliver the training, evaluate the training, and finally, monitor and measure outcomes.
Determine training needs
The first step in the process is to determine training needs using needs analysis and by verifying and clarifying expressed needs through surveys and interviews.
Learning and development managers then need to propose a training program and gain approval and funding for it.
Design the training program
Once you understand the training needs of the organization and have the initial approval, you can design the training program to meet these needs.
This step includes determining what participants, content, measurements, delivery sequence, delivery methods, facilities, media, and instructors are appropriate and setting a schedule for the training program.
Deliver the training
Once the training program has been designed, you deliver the training, ensuring that all logistical issues have been considered and addressed.
Evaluate the training
After delivering the training, you need to evaluate the training to ensure that it has met its instructional goals, that results have been improved, and that the expected outputs are being produced.
Monitor and measure outcomes
On an ongoing basis, you need to monitor the outcomes of the training, measure the return on investment (ROI), and ensure that any gains from the training are maintained.
Because training can be expensive and because it should help an organization meet its strategic targets, the training plan needs to be thorough and feasible. How formal this document should be is dependent on the size and culture of the organization.
Training Elements
Effective training plans should contain the following elements: challenges and opportunities and strategies of the organization, training's strategic goals and objectives, how work and jobs are designed, organized, and managed, competencies required to reach organizational objectives, training system required by the organization and what it will look like in the future, and resources and ROI expectations.
To ensure quality and competitiveness in today's market, employees need both skills and insight into their work.
In light of this need, organizations spend billions of dollars on training and education.
Training and Education
Although the following terms are often used interchangeably, they represent substantially different activities and goals: training and education.
Training is a subset of education and involves the acquisition of specific skill sets. For example, employees may be trained in using quality control tools and the quality processes that they should follow when carrying out specific tasks.
Education is the process of acquiring information and insight in a formal setting. It teaches people how to think rather than what to do. For example, education may involve learning about how teams behave in an organizational setting or the principles behind ethical practices.
Learning Environment
To support a learning environment you need to be aware of
the importance of the training plan as it relates to budgetary issues,
the need for the training plans to align with an organization's strategic plan
the training process,
the elements of an effective training plan, and
the limitations of training plans.
Perspectives and Processes
As a trainer or manager, it is your responsibility to ensure that employees within the company have the capacity to follow procedures and continuously improve their performance.
This generally requires both the education and training of employees in various perspectives and processes.
Budgetary Considerations
However, training is a significant budgetary consideration that is often vulnerable to budget cuts. Thus, the cost of training needs to be assessed against its potential benefits.
Contrary to what some may think, emotions and moods are anything but trivial in the workplace. Being aware of feelings and understanding their impact can help you identify their role so you can take action to mitigate or enhance their effects on performance.
Ability to recognize
Being able to recognize the impact of feelings in the workplace gives you the ability to read people to understand how productivity is affected, leverage the emotions in a situation, and shape feelings positively rather than allowing the negativity to continue.
Understanding the impact of feelings in the workplace, is important and because of this understanding, you will be able to to diffuse the conflicts and improve your performance in your team.
Read people to understand
It's in your best interest to be aware of the emotional landscape around you. This enables you to read people accurately and understand the forces that affect their performance and decisions.
For instance, by recognizing and attending to our colleagues’ feelings, we are going to be able to defuse tension and anxiety to increase productivity.
Leverage emotions
Emotion plays a huge role when teamwork and collaboration are required. So it's important to take advantage of – or leverage – the emotional currents around you. You can do this by matching tasks to current moods.
For example, by suggesting to analyze how specific factors had affected the results so far. we can use a task to leverage the team's emotions by making them recognize the poor results result from those factors, not from poor work.
Shape feelings positively
Knowledge about others' emotions enables you to shape them in positive ways.
If we will know how to soothe team members' anxieties, and initiate a sense of optimism we are going to be able to enhance cooperation and improve productivity.
A business case is a document that defines your project and its goals. It helps you allocate resources, make provisions for unforeseen obstacles, and facilitate good decision making.
Basic Components
The basic components in a business case include a current and pro-forma balance sheet, an income statement, and a cash flow analysis.
Business Case Questions
A business case should answer some important questions about your proposed project:
Why is the proposed solution needed, and what issues and opportunities does it address?
What is the recommended solution to the issue or opportunity being addressed?
What are the benefits of the proposed solution?
What will happen to the business if the project is not undertaken?
When will the solution be deployed?
What human, financial, and time resources will be needed to deliver the solution?
Example - John HR Manager (I)
John is an HR manager for a large software company. He's been working on an initiative for an improved records-management plan for the company.
John believes that there's a pressing need for the organization to meet its legal and business obligations by improving access to records and information.
The senior executives in John's company require a detailed justification of John's business proposal before they will consider it.
John has never drawn up a business case before, and needs to know what elements to include in the document.
Business Case Elements (I)
A good business case must contain certain elements: background, executive summary, situational assessment and problem statement, project description and solution description.
Background
The background outlines the business problem or opportunity that exists.
Executive summary
The executive summary is a short summary of the entire business case. It is presented first, but is usually written last.
To a large extent, your ability to perform the tasks associated with your job is based on your cognitive intelligence.
However, your ability to succeed in the workplace is greatly influenced by the impact of emotions – your own and those of your colleagues, coworkers, and others you interact with on a daily basis.
Feelings – which include both emotions and mood – directly affect your outlook, thoughts, and relationships. These, in turn, can dramatically impact your productivity.
Emotions are transient and can be intense. For example, you may dread the thought of giving a presentation, but the emotion dissipates quickly once you get into your stride.
Moods are less intense but longer lasting. For instance, if you enjoy your work, a happy mood colors your days – even if there are some difficult moments.
Now, if you would take a moment to think about the "emotional landscape" of your workplace.
How do emotions such as anxiety, anger, optimism, or seriousness affect your work, both positively and negatively?
Research indicates that emotions in the workplace measurably impact the performance of individuals and groups.
Perhaps some of the things you noted about your own emotions follow along with research findings.
Mild anxiety helps people to think through tricky problems, but intense anxiety prevents people from thinking clearly.
Anger impels you to take action, but can cause rash decisions, conflict, and misunderstandings.
Optimism and good humor make it easier to think, work harmoniously with others, and be creative and persuasive.
A sober mood aids methodical and accurate analysis, while desolation or despair lowers motivation, innovation, and cooperation.
(...)
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If you feel frustrated by the interactions with your co-workers or people outside your work, and you feel that you cannot fight daily aggressions, don't despair. Hostile and passive aggressors can be defeated.
This course teaches you how to handle with success:
verbal assailants,
dirty diggers,
hotheads,
knowledge wardens,
unresponsive aggressors, and
wafflers
both in the workplace and in your life.
We are going to analyze together 6 types of aggressors to understand their characteristics and strategies to deal with aggressors. For each type we are going to practice coping and response strategies.
The course includes video lectures, case studies, written materials and quizzes, and teaches you, in no more than 2 hours, 17 strategies to deal with the openly hostile and the sneaky passive aggressors.
So, if you are looking to improve your working environment and your life by managing aggressors, this course is for you.
We have already briefly explored UN Careers. Basically here we find jobs offered by the United Nations Secretariat.
Not the agencies, not NGO-s, not any other international organization.
And If I was not very clear before, I want to make it clear. The 44,000 civilian staff I was referring to is only the part under the umbrella of the UN Secretariat.
It sounds a lot but compared with the operations it’s not that much.
Here on the Careers Portal you are going to find also general information about UN, UN’s operations, careers in the United Nations, and self explanatory showcases of UN staff members telling the story of their recruitment and career.
On the Home Page you will find also a language button to display the contents on the Careers Portal in French or English. The most important sections of the site, and I invite you to explore them, are the one about UN career options and the job search engine.
Very simple, the job search functions like this:
Input a category. Say professional. P3 - level.
On management and operations support, Human Resources Family.
Leave all at Department/Office menu. And, don’t change the rest if you have no preferences. Click search and you will have your results.
You can choose your own preferences and you can also create alerts.
But for this we need to go to Inspira.
You see that you don’t need to have a profile to search for jobs, you will be redirected to Inspira to apply.
Click for example on the first result and you will be redirected to a window that describes the job.
And we are going to discuss job descriptions in a later lesson.
You have here the option to apply or to e-mail to a friend if you might have one interested.
If you click “Apply now” you will see the Inspira login window.
You can register, by pressing “Register Now”, Contact the admins or change to French and back. If you have therefore a login you don’t need one
Next we are going to discuss registration, login and support. For now let’s use one random ID and see how the landing page looks, after login.
The landing page will be different if you choose apply now and continue. But let’s see this one for now.
You have a simple menu bar with “Favorites” where you would normally find your [alerts] and “Main Menu” which can take you to “Learning”, “Jobs” or “Rosters”.
You have a “Basic Job Search” with links to “Advanced Search” and “Job Alerts”. You have also a “Consultant Opportunities” Section if you are interested. And your list of “Latest applications”.
You can use “Career Tools” to create a draft application, but this we are going to do together in a different lesson.
If still in doubt you can consult the “Quick Help Links” see the Manuals or seek assistance for technical issues.
Not a fancy page for an important reason. This is for people living in the whole world, so it’s designed to be useful for low-speed as much as for high speed networks.
Search will work the same as before, we are not going to see that again.
If you click on your applications you can see them, without having the possibility to change once sent.
Next, we are going to register, see how login and incidents are managed in inspira.
We are only going to focus on one platform. But from the beginning you should know that there are a number of other websites that you can use. One very used is unjobs.org, a Swiss Association, not an official website of the UN. Here you will have UN Jobs but also other Non-UN and International organizations.
On the good side, it’s almost everything in one place. But, applying will require profiles adapted for every specific organization. Which means going on a website and spending hours to create a profile. But this will help you find specific job sites for UN agencies and other organization. You can index them and later on develop profiles and alert and apply consistently.
But this is not our focus. This is just to make it clear that using UN Careers platform is one step on which you can build. For instance, using this larger platform unjobs.org, you can follow along and find jobs.undp.org for UNDP or erecruit.ilo.org for ILO. And in the same way you can do for NGOs and other international organizations.
But first I would suggest to focus on UN Careers Platform. Build a strong profile and use this for all the other platforms, with the necessary changes. Most of them only in format but necessary. The idea behind is that after you have a profile built as advice by UN Human Resources, you can apply the same logic and the same good practices and have a consistent approach.
If in time you’ll have more profiles, don’t forget to update them with the same information. It sound obvious, but I know examples of different dates in different CV-s, or Personal History Profiles as they are called in UN. Two other important platforms wold be one maintained by a UN entity https://jobs.unicsc.org and the UNV platform https://ereta.unv.org which is also very useful for a young professional.
Now, let’s go back to our main point of interest. If you go to job opening you will find here the available job. After you build your profile you’ll be able to use this for applications after minor changes, mostly in the cover letter.
Next we are going to see the actual job platform that power careers.un.org. We are going to Inspira. With this we are going to work. Here we build the profile, here we see status of application, here we can also get training. And, this is also used by staff of UN, with different access credentials and for different functions. The recruiters are using the same system to manage the recruitment process.
Positive example
In this section we are going to focus on building credibility for the purpose of getting results.
And this because, earning the faith of your peers, gaining their trust, and eventually influencing them in turn, depends on the positive example you set.
If you lack formal authority and want to build credibility to accomplish vital organizational or personal goals, being a good example will benefit you.
Credibility
Now, would you say the following statement is true or false? Credibility is the quality of appearing trustworthy in others' eyes.
Well, actually, before you can appear credible to others, you must conduct yourself in a way that earns their trust and respect.
And, even more appearing trustworthy is not true credibility.
To be seen as credible, you must gain the trust and respect of others by setting a positive example.
So, credibility is more than simply appearing trustworthy. It is something that is earned by setting a positive example.
Trust
The worker, the professional who lacks direct authority significantly increases her chances of getting the results she desires by building credibility among her peers.
Lack of credibility is like a fishing line without a hook. If you're looking to get results without authority, you have to show your peers you're worthy of their trust.
Next
In the next lessons, you'll learn to do that by:
Building a rapport with your co-workers
We are going to start this lesson with a short story. It might be real, and I am sure that somewhere, somehow it is happening.
Building Rapport
Jane was sure that her peers would greet her new proposal with enthusiasm at the meeting.
She had thoroughly presented the need for the new programming procedure, showed how it would save the department time and money, and supported all of her statements with compelling facts.
Nevertheless, Jane's proposal was met with frowns, bored looks and, ultimately, rejection. Jane was left wondering, "What went wrong?”
Good relationships
What went wrong is that long before the meeting took place, Jane failed to build harmonious relationships with her co-workers. And, again, when you lack direct authority, good relationships are crucial for getting results.
It's been said that you eventually experience the results of your own actions.
Unfortunately for Jane, that's exactly what happened. By failing to develop rapport with her peers, she also failed to lay the groundwork for getting results.
How to Build Rapport
In this topic, you'll learn to build rapport and establish this foundation by:
showing respect
expressing appreciation, and
considering others' criticisms.
Show Respect
One way to build rapport, and one of the things Jane failed to do before she presented her proposal, is to show her peers respect. As with all forms of common decency, when you don't show respect, you don't receive much in return.
It’s just a scenario but what if the colleagues of Jane would give this feedback:
First: “Jane is not a bad person, but she seems to alienate many of her co-workers. Her immediate reaction to ideas at meetings or in conversations is to point out the potential problems. She also regularly makes small criticisms of her peers' work."
Second: ”Jane has a thing about office chatter. Any conversation near her work space seems to bother her but she talks freely whenever she takes a break."
Would you say that Jane failed to show them respect:
Poor Jane. She may not even realize she's offending her colleagues. But her lack of respect has already cost her acceptance for what may have been a very good proposal.
Express appreciation
And, there’s another thing that our Jane failed to do that's closely related to showing respect: express appreciation. This is the second way to build rapport with your peers.
People have a fundamental need to feel appreciated, in the workplace as well as in their personal lives.
When you show appreciation for your peers, you not only create a good work environment, you make it much more likely that your co-workers will respond to you the same way.
And, there are two simple ways to show your appreciation:
Say "thank you"
Thank you" is a simple phrase that people notice and appreciate.
Regardless of the size of the favor, it's good to say it. No one ever gets tired of receiving this pleasant courtesy.
Compliment good work
People also like to be recognized for doing good work. In fact, sometimes it's an insult not to compliment a peer for a job well done.
Those are just two of the many ways to express your appreciation. There are many others, that you can identify in your work.
Consider others' criticisms
Now, Inevitably, at some point in your career, you or your project will be criticized. It's a fact of work and of life: You cannot please everyone. How do you respond to this criticism? Do you ignore it? Do you discount the critic?
How you respond could affect your relationships with your co-workers and your ability to win their support in the future. The third way to build rapport is to evaluate with impartiality the criticism you receive.
Determine if there's an element of truth in what's been said, and if necessary, make the appropriate adjustments to your work or yourself.
A measured, rational response will make you a more attractive ally in the future.
Actually, avoiding criticism, expressing support, and considering others' criticism are good ways to show respect, demonstrate appreciation, and highlight your good nature.
To conclude
Refraining from criticism will help build rapport. Openly criticizing others alienates, builds divisions, and offends. It is best to build respect by showing support.
Flattery is not necessarily the best approach for building rapport with a difficult supervisor. Flattery may appear to be insincere, especially to someone who has a difficult or contentious personality.
Recognizing others for their ideas or accomplishments is an excellent strategy for building rapport. Because people like to be recognized for doing good work, the person who shows appreciation will be held in high esteem.
Objectively evaluating criticism received from colleagues is a way to build rapport. Consider if there's an element of truth in the feedback, and make the adjustments to your work. A rational response will build respect.
Next
As you've just learned, building rapport in the workplace means developing good relationships throughout the company, not just in your department.
In this topic, you've learned how showing respect, expressing appreciation, and considering the criticisms of others help build this rapport and establish a solid foundation for getting future results.
Next we are going to discuss about, building credibility for the purpose of getting results.
A good first impression You know, it is said that you only get a chance to make a good first impression. You might try with the second, the third and so on. But, it might be a good chance lost if the first one is not a good one.
You're the new person on staff. You have neither prestige nor position, but it's your job to work with your peers to get results.
An example You think that making a good first impression in such a scenario isn't important. Well, think again. You might have a hard time changing a wrong first impression and a start with the wrong foot. If you have read about it, or maybe you have seen it on TV, consider the first Kennedy-Nixon debate in 1960. It was the first American presidential debate seen on television. And it made some history. All the experts at that moment believed that Nixon actually won the debate, yet Kennedy projected an image of strength, compassion, and keen intelligence that contrasted sharply with Nixon's stiff form and stilted expression. The rest is history. And, even if some might argue that this is not about the first impression, but about charisma, it gives us an idea about the importance of projecting the best of you. A good impression
In the business and professional world, like any situation in which results matter, it's important that you make a good first impression. And, when you lack direct authority, it's crucial.
In this topic, you'll learn about three, not secret at all, ways to make a good impression that will help you achieve results when you do n't have authority. These aspects include:
showing your friendliness,
being positive, and
avoiding negativity. Friendliness If you are consistently friendly, your colleagues will think that your friendliness is genuine. This friendliness will benefit you and help you gain influence with others. Consistent friendliness on the job will help you lay the groundwork for building relationships. And, this will give you influence with your colleagues. So, Showing your friendliness is the first way to make a good first impression, and it may also be the easiest. Yet it should not be underestimated. If done sincerely, this simple gesture will help create the harmonious relationships you'll need to get results when you don't have authority.
By showing that you're pleasant, and that you like other people, your peers will perceive you as a person who's easy to work with, and they'll be more friendly and open to you in return.
Expressing friendliness Smile Which facial expression do you enjoy most when you first meet someone: an expressionless face or a smile? Most people prefer the smile, because it says to them that they are liked and appreciated. Acknowledge Some people aren't natural-born smilers, and others believe that smiling can be overdone. Another, and sometimes better, way to express friendliness is to simply acknowledge your peers. A wave, a nod and a simple greeting are very helpful in creating good relationships. Communicate Do you remember how it made you feel the last time someone said something nice to you? A compliment or a show of concern can completely change someone's mood for the better. As someone once said, it's impossible to know the power of one kind word. Be positive As you can see, showing your peers your friendly side helps lay a strong foundation for good relations and getting results.
Another way to make a good first impression is to be positive. This means emphasizing what's good in a situation rather than what's bad.
Everyone knows how pleasant it is to be around someone who's optimistic, compared to someone whose outlook is blurred by anger, morbidity, or disdain. Which type of person would you rather be? Expressing your positive nature Be silent Being or appearing positive may only require that you avoid being negative. A negative statement seems to be remembered much longer, and with greater emotional intensity, than a positive one. Stifling a negative thought that doesn't really need to be expressed is to your benefit.
Express the good first
If you're in a position in which you absolutely must express your honest opinion, take the good- news/bad-news approach. Try to state what's good about someone's work, a policy, or a situation before expressing the bad aspects. Handle hardships with grace Bad things happen. Since you know that things like tough job assignments and difficult personalities come with the territory, why not accept them? Handling adversity well will impress your peers. Avoid negativity Good ways to demonstrate your positive attitude include being silent about the negatives, expressing the good in a situation first, and handling hardships with grace.
Although a positive demeanor is very helpful in achieving a good first impression, it's also important to avoid specific types of negative behavior. This is the third way to make a good impression.
Nothing wrecks a good image more quickly than, for example, an offensive remark. It can, quite literally, reverse people's opinions of you overnight. What's more, they may no longer wish to work with you.
Consider the meeting facilitator who back-stabs, or betrays, an absent member of the team. Do you think anyone will want to work with him? Examples of negativity Specific forms of negativity to avoid include:
loud or threatening behavior
discriminatory remarks
refusing to listen to others' comments
shows of superiority
back stabbing. Advice for good first impressions Smiling makes a good impression because it shows that you like and appreciate the person whom you are greeting.
It is best to share positive comments and avoid making negative comments. A positive comment can improve someone's mood. And nothing tarnishes a good image more quickly than an offensive remark.
To make a good first impression, do not display superiority or disdain. Showing signs of superiority or disdain communicates that you believe you are better than someone else, and that is never received well. Dressing to the next level of management may have an alienating effect on your peers. If you appear to identify with the next level of management, this could give your peers the impression that you are displaying superiority. Being blunt is not always the most effective way to communicate a point. If there is a point of disagreement, it's best to discuss it without a confrontational attitude. Diplomacy is usually received more favorably than bluntness. Next So, making a good impression involves much more than putting on a nice suit. Sincere displays of friendliness and positivity and an absence of negativity help build the good relationships you'll need to get results. When it comes to laying the groundwork for getting results when you don't have authority, making a good first impression can make all the difference. In this topic, you've learned to do this by:
showing your friendliness
being positive
avoiding negativity.
