¶ … training purposes is a continuous process that entails gathering of information to ascertain the training needs so as to develop tailor-made training that can assist the firm to achieve its objectives. This kind of assessment is essential for any training program to be successful. Many firms usually develop and put into operation training programs without conducting any needs assessment. These firms often run the risk of doing too much or very little training or completely failing to achieve their objectives. There are several reasons why one should carry out a needs assessment prior to commencement of the employee service training program. Including:
To determine key issues that need to be addressed within the company
Both the executive and the Human Resources must know what the issues are so as to develop a suitable training program that will be aimed at tackling those organizational issues. For instance, if member of the management asked the Human Resources department for communications training, most of the time the department's response is to search for a good communications training program and commence training without carrying out an initial needs analysis. This approach usually inevitably fails since most employees will agree that the program is a good one and then they will head back to their offices and other work stations and go about doing their work as usual because the training program was not aimed at dealing with the actual needs of the trainees. The best response from the HR department would have been to first conduct a needs assessment before developing a training program. They should have first conducted a survey among the employees to determine the problems they face. Then when they come up with the program it can be directed at tackling a specific problem rather than just utilizing a general or random approach.
2. To get support from the management
The management often thinks that conducting is a "good thing to do." This notion is usually due to lack of a needs analysis. The best approach to get support from the management is to ensure that training programs have direct impacts on the work being done in that manager's department. Trainers should perceive themselves in a similar manner to how the management does- making a direct impact on the firm's performance. In most cases managers will support training if the HR department proves that it has a direct impact on productivity. Consequently, when budgets cuts are being made training programs and appropriations are more likely to be retained (Brown, 2002).
3. To gather data for analysis
To make post-training assessments valid, one should gather information on the needs prior to the commencement of training. When the assessment is done prior to the start of the training program, the HR department or trainers can then easily determine the success rate of the program upon its completion.
4. To measure the costs and benefits of conducting training
Most organizations view training in terms of what it will cost the firm instead of the contribution it can make to the productivity of the organization. This usually occurs in instances where trainers do not conduct a cost-benefit evaluation for the training programs they implement. Most managers would not mind spending only $20,000 to rectify an issue that is costing the business $100,000 a year. However many a times the HR department and trainers complain about managements' unwillingness to spend more money on training. Still, a comprehensive needs assessment identifying problems and higher productivity impediments provides the management with a training program cost-factor (Brown, 2002).
The big question in terms of cost-benefit evaluations is the difference between the cost of training and that of no training? This involves determining what costs such as salaries, inefficiencies, lost productivity and so on, would be in case the needs identified are not met. Another assessment would be made to measure the cost of developing and implementing a training program that can meet the needs. The difference between these two cost factors will often show both the management and the trainers whether the training should be conducted or not (Brown, 2002).
HR personnel and the management should also realize that training is not a universal solution to all of the firm's organizational needs. It should also not be utilized as a tool to motivate good performance on one hand or as a form of encouragement to rectify poor performance. The sole purpose of training should instead be to ensure the achievement of the firm's objective by enhancing the appropriate skills among its workforce (Brown, 2002).
Training programs are only suitable in situations where an organization can expect to get better returns on the money it spent on the training. The significance of any amount spent on training to the company depends on the expectations...
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