Mastering the Training Cycle: Understanding the Training Process from Analysis to Evaluation

Introduction

This two week seminar has been constructed to meet the specific demands of our customers. It focuses on the two critical areas of training –TNA and Evaluation. As a two week program it offers attendees a unique opportunity to get to grips with all elements of the new 21st century training process – excluding stand up delivery. Attendees will have the opportunity of working with one of the worlds recognized experts in TNA and evaluation and will learn new techniques and processes that will really make a difference. The program is an essential requirement for those who are involved in training, talent management, development and succession planning.

• Master new and proven approaches
• Benefit from getting the complete picture and fully understand the training process end to end
• Be equipped with the latest processes and materials supported with specialist handout and a comprehensive indexed reference manual
• Be able after attending this programme to immediately implement what you have learned
• Have all you questions answered and related to your work environment

Seminar Objectives

At the end of this program you will be able to:

• Master and be able to use the new training and evaluation processes
• Prioritise Training needs as to their importance to the business & measure the results
• Practice and gain confidence using case studies to reinforce learning Understand and be able to demonstrate how much training costs, and the ROI using a quick unit cost process
• Be able to know how to measure skill, knowledge, behaviour, competency, style, self belief, attitudes and personality
• Use techniques that will specifically add value to any training activity

Training Methodology

The methodology will be very interactive – offering delegates’ ample opportunity to discuss and resolve issues that they face in their specific situations. A number of training videos will be used as well as case studies and published statistics. There will be team work and team mini presentations. All of the sessions will be in a relaxed and friendly environment. Delegates will receive in addition to the manual three specialist handouts for use back at work.

Organisational Impact

There is little evidence to show that the more you spend on training – the more effective you are. Therefore it is essential that organizations understand the latest thinking on TNA. It will enable organizations to allocate recourses effectively and also to pinpoint any weaknesses in the organization that require immediate attention. Like wise training must be properly constructed and evaluated to ensure it’s done the job required.

• This seminar will provide processes that can be embedded in the organisation
• It will make any existing training department more effective and efficient
• It will aid in specifying any external training
• It will show organisational strengths and highlight any skills weaknesses
• It will ensure that analysis is done to “best practice” standards
• It will provide the organisation with the methodology to get best value from training budgets and provide evidence of the added value contribution training can make

Personal Impact

Identification of training needs is critical for anyone who has a responsibility for people in the organisation. The better training needs are identified and evaluated, the better your employees will be.

• This seminar will give you the skills to be able to put into action using the latest thinking
• It will provide you with a number of processes that will produce results
• It will give you a sound foundation for your own career development path
• It will enable you to be more effective with training resources
• It will ensure you are using joined up thinking on this latest process
• It will provide you with detailed case studies and explanations in clearly referenced manuals for your future reference

Who Should Attend?

Budget holders for training, HR Professionals, Training Professionals, Training Coordinators and any Line Professional who wants to see results from training. In addition; any one in the organization who wishes to see training contributing to business effectiveness.

• Department Managers
• Chief Financial Professionals
• Management Professionals
• HR Personnel
• Training professionals, training administrators and organizers
• Line management looking to get results through people

Seminar Outline

Day 1: Training Needs Analysis Old and New Approaches

• Why do we do TNA? Exercise –who is your customer?
• Three different approaches – clip and discussion
• The traditional model v the new model – exercise
• The use of a training process map to rationalise the training process
• What can you expect from efficient TNA?
• The four quadrant approach to today TNA
• Skill set needed –group exercise
• Your skill self development plan

Day 2: Understanding What You Are Trying To Achieve

• Case study 1 group exercise WM Company
• Discussion and lessons learned
• Understanding completely how competency frameworks are constructed
• Element in a competency framework – no TNA here
• Units in a competency framework –TNA - perfect
• Complete competency requirement –unlikely any TNA
• Performance -what is it – is it linked to competency
• Measuring performance –how to do it

Day 3: How to do Effective TNA – Corporate Requirements

• The key components of TNA at corporate level (exercise)
• What’s missing?
• The volume of Training from corporate level
• Corporate TNA – exercise – Lane Engineering
• De brief on case study – lessons learned
• What skills are needed to be better?
• Producing the specification for trainers both internal and external suppliers
• Writing learning objectives for internal and external use

Day 4: How to do Effective TNA – Department Level

• Where departments significantly vary in their needs
• Working closely with department heads –essential for accurate TNA work
• Working to tight time lines
• Case study LV – group exercise
• Getting the specification right
• Producing and selling the TNA plan
• Who needs to be involved and who needs briefing

Day 5: How to do Effective TNA Team and Individual Level

• Use of the Adail Model – task, team and individual
• Use of the Adair questionnaire for TNA
• Case study – analyse the TNA for this company – NRA
• Feed back and case study review
• Review of your skill developing this week
• The cost of training –necessary software
• Making the new TNA process work
• Review and your action plans

Day 6: Why We Need To Evaluate – Current Evaluation Models Reviewed

• Why bother evaluating training – group exercise
• Use and value of evaluation models
• The Donald Kirkpatrick 4 level model
• The CIRO Model
• The IES (endless belt) model
• The MPS 10 step model – explanation and discussion
• Formulas needed for evaluation – exercise
• How to calculate the cost of lost production time during training

Day 7: Using the MPS 10 Step Evaluation Model

• The 10 step model –case study and exercise
• Feed back from above - key lessons learnt
• Special skills needed by you the evaluater – exercise
• The 10 step model in action -case study and results –Area Health Authority – management training
• Improving the public image of results based training
• Does training improve business output and the bottom line ASTD results – testing and its benefits
• Should trainees get incentives to aid in the training process
• Presentation on the value of the 10 step model –discussion

Day 8: Evaluation – Can Everything Be Evaluated?

• How the personality pyramid is structures
• Measuring and accessing personality – delegates to complete a NEO profiler
• Measuring attitude
• Measuring Self belief (self esteem)
• Measuring Style (learning style, leadership style, team style) Delegates to complete some questionnaires
• Measuring skills – by testing
• Measuring behaviour (competencies)
• What can and can’t be changed by training -exercise

Day 9: Prioritising and Evaluating Groups of Training

• How to prioritise training –use of the three box system
• Box 1 – essential training – exercise
• Box 2 Added value training – exercise
• Box 3 Other training – discussion
• Calculating the two unit costs to do evaluation
• Use of unit cost software –demonstration
• Evaluation of a training event – keyboard training – case study
• Review of case study – lessons learned

Day 10: Case studies and worked examples

• Use of agreement for large scale projects
• Do end of course evaluation sheets work?
• The training schema –the two time lines for evaluation
• Case study – sales training
• Evaluation and discussion on the above
• Case study evaluating existing training using a technological approach
• Review of case studies
• Evaluating methods for external suppliers and trainers.

Oxford Management Centre
John Eccles House
Robert Robinson Ave
Oxford Science Park
Oxford
OX4 4GP
United Kingdom

Tel: +44 1865 338088

Fax: +44 1865 338100

email info@oxford-management.com