You are sitting down with a department head to review the impact of a 2 week long programme you have organised for 12 of his staff. You have collected data that says that efficiency has improved to such an extent that the Return on Investment is conservatively estimated to be 18%.
The department head is sufficiently impressed by this that he has commissioned you to organise two further programmes over the next 18 months and has asked that this new approach you have taken be tabled at the next management meeting chaired by the Chief Operating Officer.
What have you done?
You have adopted a mind set that you want to contribute to the improved performance of your organisation before running this two week long programme.
You have asked uncomfortable questions perhaps of the department head but also of yourself. The questions you have asked have been along the lines of: How do l know that this will add any value to the organisation? What will be the benefit of this training intervention? How can l prove it?
These questions may be uncomfortable for you because you may not know how to go about providing a business case or how to collect the evidence to show the improvement made as a result of the training intervention. Yet you have taken the first steps to becoming a business partner in your organisation.
These questions that you have been asking show that you have made the mindset shift. You have started on a journey of collecting evidence to show that your expertise and effort can make a difference to the efficiency and effectiveness of your organisation.
Sure you may need help from business managers, and resilience in the face of trying to collect data and evidence of improvement. Yet if you believe that you can start to measure the impact of the training you do, you will not only change your approach, but you will change way others’ view training and how others’ perceive you and your value to the organisation.
The Training Analyst
The upcoming GLOMACS “Training Analyst” seminar at its heart is about giving you the confidence to make your mind set shift a reality by giving you tools and case studies to make a difference in your organisation. It will focus your thinking on outcomes rather than inputs and by beginning with the end in mind, help you work with key stakeholders to design and evaluate training in a way that enables you to achieve significant return on investment. Taught by Stephen Cowburn MBA, FCIPD and senior consultant with GLOMACS, this upcoming training seminar in Kuala Lumpur in July will help HR and Training specialists develop the techniques to create the business case for training and link training interventions more directly to business plans and outcomes.
You may have a current training project that you are working on but have hit a brick wall. A feature of the seminar is space to have 1-1 time with the instructor to discuss the problem and consider options, or, alternatively, to share the challenge with the group and get suggestions from your peer group.
We look forward to working with you on your journey to becoming a key business partner.
This is the first of three blogs highlighting the key features of this training seminar. This blog shows how Training Needs Analysis is changing. Future blogs will show the benefits of evaluating some of the major impact training events HR and Training specialists are responsible for and, finally, how a change in attitude and approach can really bring both personal benefits to attendees and a greater impact from training to the organisation.
In an increasingly fast-paced world, the need for training can often be urgent with the scantiest of rationale and even less detail in terms of content. HR and Training professionals can be left scratching their heads trying to find a course that fits the need or briefing an external supplier on the vague requirements the organisation has identified.
The first part of this seminar, the Mastering Training Needs Analysis bit, provides practical ideas and checklists on the questions to ask, and the data to collect to build a business case, and how to get stakeholder buy-in, to begin to prioritise how you spend your time to create greatest impact and return on investment. We will look at 4 levels – organisational, department, team and individual -exploring different approaches and solutions to the different needs.