Training for results activity based VS processed based curriculum
Developing Business Results Training
The first step in developing a business results training program is to develop a needs
assessment methodology. A needs assessment methodology is a two-fold process. First, a
training program is assessed by an organization in the same manner as any other business
case and secondly a performance effectiveness assessment addresses the skills and
knowledge required for people to perform successfully.
Identifying the Business Need
Identifying the business need for training is an essential step in preparing a business case.
Business training needs are either business opportunities (proactive) or business problems
(reactive). Business opportunities contend with something that is future focused and about to
happen, (for example, a new application is rolling out in an organization, or newly hired
employees will need training). In contrast, business problems, usually struggle with a
performance issue that has caught management’s attention. In this case, training may not be
the answer. When employees do not perform the way you think they should, you tend to
assume that is it because they don’t know how to. This is not necessarily the case. Employee
performance may be affected by outdated business practices, policies and standards or the
lack of mental or physical capability. Whereas, identifying business opportunities is usually
straightforward, determining the training need for a business problem is not as easy.
Business problems require identifying the cause of the problem and finding a solution.
Training that is strategically linked to business needs means that the training developed will
be more project, process or solution driven and less curriculum -based.
Assessing the Training Value
Once the need has been identified, the value of the training must be evaluated. The value of
training and the outcomes derived from any training effort should be expressed before any
new training program is implemented. The “value” should be calculated in the following
ways.
- Identify how the training helps the organization achieve its goals and objectives.
- Calculate cost per participants for a training program like any other budgetary expense.
(When calculating the cost, the expense for people to attend training classes on company
time or at other locations must be taken into account.)
Too many times, calculating the true cost of a training program is overlooked by an
organization. How many times do you include an arbitrary number in your implementation
budget for training because you have not made a value assessment of your training? Or
maybe you do not allocate any training dollars into your budget because you determined
training would be conducted in-house. Whether you choose to develop and deliver training
in-house or out source the development and delivery, the cost needs to be calculated.
Normally, organizations tend to think that developing and delivering training in-house is free
because the people are already on-staff. If you assess your training as a business case, you
will see that it is not free. For example, two or three engineers are reassigned to develop
and/or deliver training. What happens to the engineering business unit? There are three
fewer people in the engineering unit for up to three or four months. As a result, customer
needs may not be met and the company’s revenue may be reduced. After training has been
completed, where does the support come from? Are other employees being reassigned to
provide support? How will this affect the business units? What are the anticipated outcomes
of the training and support? All of these areas must be addressed along with the business
need that is driving the training. Developing your training around a business case and
understanding its value is the first step in creating a needs assessment methodology that
produces business results.
