Participation is encouraged from all stakeholders of the learning function such CEO, Managing Director, HR and Training Directors, Line or Business Unit Managers who seek understanding how learning and training can help them achieve their short-term and strategic goals.
- Introduce the aspects of the learning function management - Increase knowledge and awareness of Line managers, General Managers, HR/training department members, and others involved in planning training and learning programs - Create a platform to exchange information about best practices in the learning function
SESSION ONE CONTENTS The Benefits of Needs Analysis This session will cover: Value of needs analysis: can list x number of reasons (including how needs analysis stimulates a communication process both upward and downward through an organization) Creates shared awareness and understanding of the issues Facilitates readiness to address the issues Translates business “issue into actionable steps that can be addressedcommon reasons for gaps Basic understanding of the kinds of analysis: root cause, current vs. expected, current vs. future desired performance Promoting buy-in for commitment to the analysis process
ACTIVITY: Design a promotion plan that will select the people who need to be persuaded, a communication strategy for presenting: 1) of the benefits of the process, and 2) the outcomes of the process
SESSION TWO CONTENTS Overview of the Needs Analysis This session will cover: Steps/process of needs analysis Who to communicate with What to ask/how to collect data efficiently and effectively Levels of needs analysis: organizational, unit, team Basic understanding of the key tools of needs analysis and how those tools are used Tools for measuring training costs Measuring the cost of the business issue (time, money and other resource costs that the issue is causing by not properly addressing the issue Ways to stimulate dialogue between HR, managers and GMs about performance gaps ACTIVITY: Develop a Needs Analysis program (including tool selection, support and communication processes with HR, GMs and other line managers)
SESSION THREE CONTENTS Using Needs Analysis for Planning This session will cover introductory knowledge of the training planning process- for a single program, and for an organization (yearly plan). Key obstacles/considerations that affect needs analysis How data from needs analysis is used in evaluation Develop a training plan ACTIVITY: Develop a training plan that aligns business objectives and training outcomes
SESSION FOUR CONTENTS Guiding Change Through Evaluation This session will cover: Benefits of evaluation A basic understanding of the psychology of behavior modification: the time needed and the processes that facilitate behavior mod Evaluation as a communication process to raise awareness of the importance of change Levels of training evaluation: 4 levels and ROI ACTIVITY: Creating learning plans that empower Participants and collect valuable data for HR
SESSION FIVE CONTENTS Continuing the Growth Process Knowledge outcomes: The role of managers (and others) in evaluation and support of learning Tools used in evaluation: the value of learning/action plans Basics of managing learning systems: breadth and depth of learning Tracking learning/development for groups and individuals ACTIVITY: Outline of an evaluation program that can track implementation of your company’s training and its impact on your organization’s goals
Who Will Facilitate the Workshop? Discussions are facilitated by subject matter experts from the training and development function. Each of them brings a wealth of information and anecdotes to make the discussions lively and interesting.
Facilitators understand that the business drives training or learning and not vice-versa. Expect highly engaging question and answer format and high level facilitation.
Debbie has worked with Air Products Asia from October of 2000 until 2006 developing, facilitating and coordinating individual and team development efforts for employees in the Asia region. Currently, she works as a consultant in Asia supporting the changes involved with establishing and implementing large organizational initiatives. Prior to that, she worked in the US for 20 years in various positions working in the fields of HR consulting, sales, and education.
Debbie has a B.S. degree in Industrial and Labor Relations from Cornell University and a certificate in Secondary Education with concentrations in Sociology and World Cultures Social Studies. Debbie currently lives in Shanghai, PRC.