Identifying Training Needs And Techniques: A Comprehensive Guide

The Importance of Identifying Training Needs

Question:

Discuss about the Understanding training and coaching in workplace.

Training refers to the process of acquiring knowledge and competencies to carry out an activity efficiently. In general, training is focused on practical learning. However, it is important to identify the kind of training individuals need in order to perform their job effectively. Various methods are used to identify the training needs of employees. One of the methods is the training needs analysis method. Most businesses use this method to identify the training needs of their employees in a cost efficient way. The method involves three important stages that include recognizing organizational direction, using task analysis to understand the knowledge and skills staff possess and evaluating each employee’s individual needs (Workplace-essentials.dtwd.wa.gov.au 2018). In the task analysis stage, organizations compare the requirement of job with the skills and knowledge of the employee to identify the potential gap. The most effective way to identify training needs is to conduct tests, practical observations and create assessment centres.

When an organization identifies the specific training needs for its employees, the next important task is to apply various training techniques suitable to the workplace. These techniques are developed in order to ensure organizations form the best working team. The modern world demands techniques that are cost and time efficient and the use of technology fulfils both the demands. However, manual training is still important (Grohmann and Kauffeld 2013). The various techniques may thus include:

E learning – It is a computer-aided training that allows organizations to train employees from anywhere and at anytime through the internet.

Simulations – Simulated training involves the use of computer avatars that act like humans who depict the role of coaches or co-workers and even customers. Virtual lab, game-based training, interactive spreadsheet and branching story are some types of simulation.

Blended learning – One of the most effective techniques, blended learning combine e-learning, one-to-one instruction and other methods to train employees.

Coaching – Coaching helps in fulfilling the goal of enhancing employee performance. One of the unique features of coaching is that it is not formal like other techniques (Zwick 2015). Coaching involves providing feedback strategic advices, guidance, support and encouragement to employees.

Cross training – Cross training equips employees with multiple skills. Employees are given training on different jobs other than their expertise. This gives them the opportunity to learn about their co-workers and builds a collaborative atmosphere.

Learning styles enable trainers to point out the capabilities and weaknesses of individuals and address those accordingly. Several scholars have proposed different learning models that are applied by organizations and institutions alike.

David Kolb in 1974 had introduced a learning model where he proposed four learning styles: Accommodating (feeling and doing), Diverging (feeling and watching, Assimilating (thinking and watching) and Converging (thinking and doing).  These learning styles, stated Kolb, work on two continuums – processing continuum, which refers to the way individuals approach a task and perception continuum, which refers to the emotional response of the individuals. In the workplace, individuals with differing capabilities will be present. It would benefit the trainer to know whether the individuals choose the processing continuum or the perception continuum.

Identifying Training Needs using the Training Needs Analysis Method

The Honey and Mumford learning style consisted of four variables – Activists (learn by doing), Theorists (learn by understanding hypotheses), Pragmatists (learn by experimenting) and Reflectors (learn by contemplating). Having a firm knowledge of these different styles of learning enables organizations to know which individual learns through practical tasks and which individual enjoys learning through reflection.

VAK, which is the abbreviated form for Visual, Auditory and Kinesthetic is an effective style of learning that encompasses most of the sensory capabilities of individuals. According to this learning style, some individuals learn better through visual aids like charts, diagrams or maps while others prefer sudio like group discussions, digital presentations and so on. Kinesthetic learners learn through direct experience. Case studies, simulations and demonstrations are the aids that they mostly prefer to learn.

A comprehensive knowledge of all these learning styles of individuals helps organizations to prepare a proper training plan with clear and identified targets. In addition, it assists in saving time and energy that is invested in training. Further, knowing the patterns of learning of different individuals allows the training team to analyze the potential of that individual and utilize it for organization’s benefit.

Donald Kirkpatrick’s Four –Level Training Evaluation method is an effective way to evaluate training effectiveness (Kirkpatrick and Kirkpatrick 2016).

Reaction – It measures the reaction of individuals to training. It is important to register and evaluate the reactions of individuals to different trainings because it helps in improving training methods for future. In addition, it assists in identifying crucial areas to improve upon in future.

Learning – Measuring the degree to which individuals have attained knowledge. It helps in evaluating whether all the learning objectives prepared prior to training were met or not.

Behaviour – It is an important indicator of training effectiveness as it tells whether the individuals have acquired the things they have learnt during the training. It helps in assessing the application of the knowledge gained into practicality by the individuals.

Results – In the end, an analysis of the overall training outcome is measured. It brings forth the level to which the training was effective. The outcomes include not only the enhanced performance of individuals but also the overall performance of the organization.

While planning the training of individuals within an organization, every little detail has to be recorded. Recording the training period of each individual helps keep a track of the top performing and least performing individuals (Ford 2014). This in turn helps the organization to organize further training for the chosen individuals. Training records can be maintained electronically as well as physically. Most organizations prefer keeping both physical and electronic records. With the advancement in technology, other ways of keeping records of training have evolved. Formats and template are now available on the web that can be used by organizations to maintain training records.

The above table is an example of training record that organizations maintain.

Coaching is a training technique that is employed by organizations to help individuals learn without any set plan or idea. Coaching is given mostly by veterans and seniors of the organization to new employees or those who are not new but shifting to a new post within the organization. Unlike the training needs analysis, there is no systematic method to identify coaching needs for individuals. It is achieved through continuous observation and interaction with the individuals. However, models were developed that helped organizations to provide coaching to employees. The GROW (Goal, Reality, Obstacles, Options and Way forward) model is one such model that is employed by organization to provide coaching (Cox 2013). It can also be applied to identify whether individuals need coaching or not. Knowing the individuals goals, the reality of his present situation and issues faced, the obstacles that are stopping him or her, the options and the way forward could be evaluated to understand if the individual needs coaching.

Various Training Techniques Suitable for the Workplace

Performing a review of the individual and analyze his or her strengths, weaknesses and abilities. Preparing an interview plan, a Q & A assessment, a personality test or all the three could be a good way to plan the coaching (McCarthy and Milner 2013).

Further, the individual must have the knowledge of why he or she is asked to to undertake the coaching program. The trainer should know the goals of the individual and share the same with him or her as well.

It is also important to ensure that the individual commits fully to the process. A casual and unwilling attitude might distort the vouching plan and hence the desired objective.

An action plan should be prepared based on the knowledge and skills the individual is expected to attain. Timelines and systematic steps are necessary to makes sure the action plan is followed.

Methods to measure progress should be created. It can be done by preparing a set of fixed goals for each step in the process.

A template is provided below to illustrate the methods to plan an effective coaching plan.

Feedback is the response given by the coach or the trainer to an individual who has finished the training period pr the coaching period. In coaching especially, feedbacks are very important. Feedback allows individuals to know how they are doing in the workplace and they can even compare their progress with others. It is the cheapest yet most effective tool of successful coaching that helps organizations track their progress without spending a penny. In addition, feedback provides immense motivation to trainees and works as a fuel that drives them to work hard.

Until recently, there was no concrete and systematic method to evaluate the effectiveness of coaching like there is in training. Kirkpatrick’s model is also used by organizations to evlaute coaching effectiveness. However, several studies were conducted in this regard and numerous coaching effectiveness evaluation methods were proposed. One of the widely known methods to evaluate coaching effectiveness has been proposed by the Institute of Employment Studies, UK. The framework for the coaching evaluation involves variables and questions explaining those variables.

The variables include coach, coachee, organization and documents. These variables help in finding the coaching effectiveness at individual and organizational level. In addition, the program processes effectiveness can be evaluated by the variables.

The following questions have been framed by the IES to find the effectiveness of the coaching plan (Employment-studies.co.uk 2018):

• What are the objectives the coachees are looking at?  
• What are the organisation objectives? What is it that senior managers really want to see?
• What are the enabling factors or process factors?

References:

Cox, E., 2013. Coaching understood: A pragmatic inquiry into the coaching process. International management Journal of Sports Science & Coaching, 8(1), pp.265-270.

Employment-studies.co.uk (2018). [online] Employment-studies.co.uk. Available at: https://www.employment-studies.co.uk/system/files/resources/files/430.pdf [Accessed 15 Mar. 2018].

Ford, J.K., 2014. Improving training effectiveness in work management organizations. Psychology Press.

Grohmann, A. and Kauffeld, S., 2013. Evaluating training programs: Development and correlates of the questionnaire for professional training evaluation. International Journal of Training and Development, 17(2), pp.135-155.

Kirkpatrick, J.D. and Kirkpatrick, W.K., 2016. Kirkpatrick’s four levels of training evaluation. Association for Talent Development.

McCarthy, G. and Milner, J., 2013. Managerial coaching: challenges, opportunities and training. Journal of management Development, 32(7), pp.768-779.

Workplace-essentials.dtwd.wa.gov.au (2018). Identifying training needs. [online] Workplace-essentials.dtwd.wa.gov.au management. Available at: https://www.workplace-essentials.dtwd.wa.gov.au/workforce-development/training-and-development/identifying-training-needs [Accessed 15 Mar. 2018].

Zwick, T., 2015. Training older employees: what is effective?. International Journal of Manpower, 36(2), pp.136-150.

Order an Essay Now & Get These Features For Free:

Turnitin Report

Formatting

Title Page

Citation

Outline

Place an Order