Undertaking a Training Needs Analysis

KPMG family day during the 10,000 to 50 Exhibition at IMMA

KPMG family day
during the 10,000
to 50 Exhibition
at IMMA

5 Reasons to Undertake a Training Needs Analysis

Targets resources at identified training needs

Enhances organisational planning

Provides a base for improving performance

Helps to improve employee morale and satisfaction

Enhances organisational ability to adapt to change

Developing your people makes sense. It benefits the organisation, the team, and the individual. Harnessing the collective talent of your team increases your organisation’s effectiveness and motivates everyone to contribute more to their roles.

However, an effective training programme is reliant on knowing what results are required for the good of the employee and the organisation. Where budgets are limited in the arts and cultural sector, it’s important to plan where resources are invested to ensure they are targeted at developmental areas where training is needed and a return on the organisation’s investment can be guaranteed.

Training can be commissioned or purchased in a wide range of skills – both hard and soft. Hard skills are those needed to do the job, such as IT. Soft skills are the interpersonal and personal attributes, managerial and other skills that can make a person effective in the organisation.

For many arts and cultural organisations the human resources function sits with the Director or General Manager. While allocating the time to plan the training needs can be difficult, it’s a worthwhile exercise that need not take too long. Here are some guidelines on how you can go about undertaking a Training Needs Analysis.

Anticipate – You may have or be planning a new software system or hardware which will have training implications for its users, or you might have a crew of contract employees/volunteers beginning employment who need to be trained on existing equipment.

Ask your Employees – Liaise with your managers and employees to evaluate what you are doing now. In larger organisations you will probably find that target areas such as software training will be identified across departments.

Identify Standards for Future – Compare what your organisation is doing now to what it aims to do in the future. For example, you might set a realistic standard for customer satisfaction for your organisation.

Analyse Reasons for Performance Gap – why does gap exist, is it related to programming, work place conditions, the behaviour of relevant employees or managerial style of the Director/General Manager?

Identifying Training Interventions Required – while you might not be familiar with all training providers, representative organisations will usually advise on course providers that can meet your need.

Take Appropriate Action – once the above has been completed and you can plan the actions that will meet your need or make recommendations to the relevant authority.

Some other tips for undertaking a successful Training Needs Analysis

• Have you ever undertaken a training programme that you felt was irrelevant to your needs? How would it be adapted or made relevant to your organisation’s need?

• What training do your people need that has not been arranged because of the cost? Would you consider approaching a similar organisation(s) who may have the same need, to develop a bespoke training programme where budgets could be combined?

• Training needs are viewed as a gap between where the individual or organisation is and where it wants to be. They are usually identified on three levels. A knowledge gap, a skills gap or an attitudinal gap.

If you’d like more information on undertaking a Training Needs Analysis or would like to organise cost effective training for a team from your organisation, we are happy to talk!

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