Training Needs Analysis: Determining Training Needs (Kuala Lumpur)

HRODC Postgraduate Training Institute
En Kuala Lumpur, Malaysia (Malasia)

Más de $ 1.000.000

Información importante

  • Curso
  • Kuala lumpur, malaysia (Malasia)
  • Duración:
    5 Days
  • Cuándo:
    A definir
Descripción

Limited Objectives: By the conclusion of the specified learning and development activities, delegates will be able to: Identify the rationale for and definition of Training Needs Analysis (TNA). Learn how organisational 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. 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.
Suitable for: This course/seminar is designed for: Human Resource Managers, Human Resource Professionals, Line Managers, Training Managers, Training Coordinators and Administrators, Supervisors, Officers, Business owners, and Those who would like to gain knowledge and understanding about the concept of training needs analysis

Información importante

Requisitos: Degree or Work Experience

Instalaciones

¿Dónde se da y en qué fecha?

comienzo Ubicación
A definir
A definir
A definir
Kuala Lumpur, Malaysia
Jalan Ampang Hilir, 68, Malaysia, Malasia
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¿Qué aprendes en este curso?

Investment
Accounting
IT
Accounting MBA
IT Development

Temario

Course Contents, Concepts and Issues:

  • Rationale For and Definition of Training Needs Analysis (TNA)
  • Organisational Training Needs Analysis
  • Subsystem Training Needs Analysis
  • Individual Training Needs Analysis
  • Approaches, Methods and Techniques of Training Needs Analysis
  • Approaches to and Methods of Training Needs Analysis
  • Approaches to Training Needs Analysis
  • Methods of Training Needs Analysis
  • Focus Groups
  • Action Learning
  • Learning by Doing;
  • Experiential Learning;
  • Reflecting On Practice;
  • Being Open;
  • Sharing Ideas;
  • Collaborating;
  • Synergy;
  • Learning to Learn;
  • Life-Long Learning; And
  • Learning in the Workplace
  • “Improved Strategic Thinking Ability;
  • Understanding Group Processes and Organisational Change;
  • Improved Understanding between Sections of the Organisation;
  • Development of New Skills (e.g., Leadership, Problem-Solving,
  • Communication, Questioning Presentation and Process Facilitation
  • Skills);
  • Ideas for Future Projects and Programs;
  • A Concrete Outcome of Benefit to the Organisation and Program
  • Participants; and
  • High Proven Returns on Investment in the Action Learning Program”;
  • Action Research
  • Process Management
  • Assessment Centres
  • TNA 2000
  • Techniques of TNA
  • Sources of Information for Training Needs Analysis (TNA)
  • Strategic Plans
  • Tactical Plans
  • Operational Plans
  • Strategic Operational Review
  • Human Resource Plan
  • Succession Plan
  • Human Resource Audit
  • Critical Incident Reports
  • Individual Performance Appraisal Reports
  • Personnel Deployment Charts
  • Business Plans
  • Strategic Plans
  • Job Evaluation or Job Tasks and Role Analysis
  • Client or Customer Feedback
  • Throughput Accounting
  • Throughput Accounting: An Introduction
  • Determining whether a Programme or event Increases Throughput
  • Effect of Reducing Investment (Inventory) (money that cannot be used) in
  • Business and Non-Business Organisations
  • Reducing Operating Expense
  • Efficiency Gains
  • Defining Efficiency Gains
  • Measuring Efficiency Gains
  • Improving Efficiency Gains
  • Substituting the concept of ‘Efficiency Gains’, in Throughput Accounting, for the Concept
  • of Net Profit in Training Departments, as in:
  • Net profit (NP) = Throughput - Operating Expense = T-OE
  • Return on investment (ROI) = Net profit / Investment = NP/I
  • Productivity (P) = Throughput / Operating expense = T/OE
  • Investment turns (IT) = Throughput / Investment = T/I
  • Difference between Education, Training and Development
  • Training and ‘Opportunity Cost’
  • Calculating Rate of Return from Training Investment
  • Investors in People (IIP): The British Model