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to focus directly on their intended purposes; helping students make education informed decisions
about academic programs. This training will make the processes of the job more easier and
accessible causing less of a learning burden to new staff members. It will also allow all new
employees to be in unison with their knowledge of company processes and policies.
Part II Needs or Gap Analysis
The needs analysis section of this training included these three techniques in order to
understand what areas needed to be considered for a training plan: questionnaires, job and task
analysis and performance and product reviews. According to SAI Global (2015), What is
covered in your training needs analysis is the current knowledge, skills and behaviors of the
individual learners, the environmental and/or job context, a detailed look at the desired versus the
actual performance and feedback and input from all of the relevant stakeholders.(para.2) The
questionnaires provided information as it pertained to how employees were currently operating
with the resources available to them and how they worked in a daily environment. From the
result of these questionnaires the gathered information shed insight into the lack of compiled
information and knowledge of important resources. Analyzing the job outline and tasks required
within this position allowed more insight into what important factors needed to be considered
when training new employees on product information and processes as it impacted their roles.
Lastly evaluating performance and product reviews allowed for direct information and
evaluation to how previous employees were performing with limited scattered resources as well
as their knowledge of product information and details. This key area shed light onto what areas
in the training needed to have direct focus on like program specific requirements and scenario
based situations.
From the finding of the needs analysis it was apparent that the needs of a training
program would need to be implemented in order to educate employees on an important
fundamental part of their roles. Having the knowledge base with a frame of reference to go to
will help educate employees on how to better work in their roles as well as to effectively utilize
the resources available to them. This will have a positive impact on employees as it will highlight
and demonstrate how they can use the tools available to them. It will also teach them how to
actively engage better with prospective students and encourage them to work diligently having
direct access and knowledge to accurate information that is easy for them to find.
Part III Budget
Supplies
Miscellaneous
or via WebEx
$5,000
$2,000
$20,000
$2,000
$0
$1,000
point and further implementation as well as changes as needed. Staff performance evaluations
will be evaluated in an ongoing basis as the training is developed and implemented with specifics
to how each staff member contributed and added to the final product of development.
Part V Stakeholders and Goals
Stakeholders
Investors
Employees
Current Students
Prospective Students
Community
Engaging Support
Highlight the return of
investment as it relates to the
contribution of stakeholders.
The communication for this training program will target all those who will be impacted
by the implementation of this training as well as the new incoming employees. With the
development of this training a direct focus will be made on how the program will have a direct
impact and benefit to help employees complete their work in a more sophisticated main streamed
manner where every employee at every location has access to the same information that can be
easily access, utilized and applied. The marketing message will include the following:
Logo:
Slogan: New
Fact Sheet:
New Employees are currently only demonstrating a 34% knowledge base of the program and
process that relate to their employees.
From the feedback of surveys 89% of employees do not feel they are knowledgeable in their
fields as it relate to policies and procedures as well as product knowledge.
The software internal programs we are using are out of date compared to those used by
competitors in the same industries.
As the training is now, from survey responses we have determined that it is currently taking
employees an entire year to acquire the knowledge of resources that are being used. The goal
is to have new employees demonstrate this knowledge within three months of on the job
training.
The marketing message will also encompass those who are impacted by this training as
well as a thorough approach with how to implement changes and the ongoing future changes of
the program.
According to Business Performance (2015), A large program
will involve multiple stakeholders over a considerable period of time.
People who need to be involved may span departments, buildings,
provinces or even countries. The duration of your program may be
many weeks, months or even years. Planning for the what, where, who,
when and why of your communications up front will achieve two key
objectives. Communicating effectively will:
processes as it relates to different scenarios. The training will also be rolled out to existing staff
members in order to allow them to also benefit from the renovated training and new internal
infrastructure where information can be utilized and accessed with ease.
Part VII Program Evaluation
The evaluation of this training program will take place on a quarterly basis and will be
conducted directly by the training managers and lead trainers who represent this training
program. The purpose of the evaluation process will used to gauge how well employees are
responding to the training and how it is affecting their work functions as well as how quickly
they are adapting to their work environment and the tasks that are related to their job functions.
The results of the evaluation process will be used to update training and tweak certain areas as
needed. This will have a positive impact on the training as it will continue to evolve the program
and training implementation as needed to effectively guide employees and act as a lifelong
resource as it relates to their work and roles within the organization.
The metrics that will be measured will be directly related to how efficiently employees
are working. This will include the rate at which they are accessing information, the thoroughness
in how they are deliver this information and the accuracy of their knowledge of the information.
From previous pilots of this program we have discovered that employees are able to work at a
faster rate with more accuracy. These areas will be the main focal point of the metrics that will be
measured. The evaluation types that will be used will consist of silent observation with newly
training employees at one week in their role comparing that to an employee with two months in
their role as a method of gauging a set point of expected growth and to identify performance
gaps. Evaluations will also include a developed assessment that will be given to employees at
different points before and after their training to gauge the worthiness of their knowledge and
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impact of the training. The data from the amount of use of specific software programs,
information inquiries as well as the results from the assessments will all be factors that will be
included into the evaluation findings that will further result in future implementations and
changes to the program as needed. Another form of data that will be utilized is the feedback
received from employees after they first complete training and then again three months after
training and on the job utilization of information to gauge their use and the overall training
influence in their roles and use of the direct resources.
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References
Business Performance. (2015). Why a Communication Plan?.Retrieved from
http://www.businessperform.com/workplace-training/training-program-communicationplan.html
SAI Global. (2015). Training Needs Analysis. Retrieved from
https://www.saiglobal.com/business-improvement/process/needs-analysis/training.htm