How to Do a Training & Development (T&D) Blueprinting?

World is developing by leaps and bounds every day. There are so many things been put/ to use by the businesses to make their businesses a niche apart from the rest. In this bid there are millions of dollars spent by most of the business organizations in Singapore to train and develop their staff in the latest advances in their respective fields. It is imperative for organizations competing in a rapidly changing world to have a continuous learning and talent approach. Employees need to be able to continue learning and adapting their capabilities. By looking ahead to define requirements and initiate effective learning interventions in good time, organizations can stay ahead of change. Each organization needs to understand their particular situation and develop a learning and development plan that aligns with their business imperatives. The starting point will usually be an organization’s strategic plan. By specifying what will need to be produced in the future, it is possible to understand what skills and competences staff will need.

What is Organizational Learning and Talent Development?

Learning and talent development are key aspects of sustained organizational performance, not just tools for HR, and creating an effective learning strategy is never more crucial than in times of constrained finance, restructuring and redundancies. Identifying training and learning needs is at the heart of it. Learning is defines as ‘a self-directed, work-based process leading to increased adaptive capacity’ whilst Talent management is the processes aim to ensure that those who are identified with potential receive the right experience and learn the skills required to progress. Talent development implies a longer process of learning, acquiring skills or knowledge by different means such as training, coaching, formal and informal interventions, education or planned experience. It can be structured by human resource development (HRD) professionals, or created as a personal plan.

What is Training and Learning Needs Analysis (TLNA)?

Training and learning needs analysis (TLNA), formerly called just training needs analysis (TNA), can be seen as a health check on the skills, talent and capabilities of the organization. It is the systematic gathering of data to find out where there are gaps in the existing skills, knowledge and attitudes of employees. It involves collecting data about existing employees’ capabilities and organizational demands for skills, and the analysis of the implications of new and changed roles for changes in capability. It should always flow from the business strategy, and its aim is the production of a plan for the organization to ensure that there is sufficient capability to sustain business performance.

Why is needs analysis important?

Careful analysis of needs is important because:

  • Organizational performance depends on having the right quality and quantity of human capital.
  • Providing learning opportunities enables staff to achieve personal and career goals and increases employee engagement.
  • Well-planned training is an effective retention strategy, particularly for those identified as talent.
  • Having a clear idea of what needs to be learned and the outcomes expected provides a foundation for training and learning professionals to evaluate the effectiveness of training and development provision and to demonstrate the effectiveness and impact of LTD to the organization.

When to undertake needs analysis

TLNA can be undertaken at a number of levels.

  • For the organization as a whole – to understand the amount of and types of learning needed to ensure that all employees have the right capabilities to deliver the organization’s strategy.
  • For a specific department, project or area of work – new projects and opportunities require new ways of working or reorganization, and restructuring also necessitates changes in roles.
  • For individuals – linking their own personal learning and development needs to those of the business. This review is often carried out as part of performance review.

There is a need for L&D/HR to ensure that analyses at these three levels are considered in conjunction with one another. Managers and other stakeholders need to be consulted early and often when information is being sought for a TLNA, and when the results of the analysis are communicated. While it is absolutely critical that a TLNA of these key needs should be conducted, in today’s circumstances it also needs to be agile, fast and responsive.

  • Relevance: how does what we are currently doing and what we plan to do meet new opportunities and challenges for the business.
  • Alignment: if you plan to deliver a changed LTD offer, it’s critical that you talk to key managers and other stakeholders about what they are seeking to deliver and how you can help them achieve it.
  • Measurement: it’s critical that we properly and consistently measure and evaluate our interventions. Use a mixture of evaluation methods such as return on investment (ROI), look at broader measures of expected change and improvement such as return on expectation, and link LTD outcomes to key performance indicators (KPIs).

Knowledge, skills and attitudes or competences

Knowing what jobs will be done, now and in the future, is the first step. For each category of employees covered:

  • What capabilities will be required to carry out the job? (the person specification)
  • What capabilities do existing employees possess? (a formal or informal skills analysis)
  • What are the gaps between existing capabilities and the new requirements? (The learning specification).

Capability Analysis

Training professionals have used a breakdown of capabilities into ‘knowledge, skills, and attitude’ as convenient shorthand for analyzing needs and ensuring that no requirements are missed. For example, in looking at the requirements for competence in a project manager: Knowledge elements might cover the nature of the projects managed, techniques of project management and the system used to manage projects.

Attitudinal Requirements

You would expect high levels of skill in dealing with other people, managing the project team and influencing important stakeholders. You might also look for some attitudinal requirements such as attention to detail and drive or persistence, to overcome obstacles and see the project through. However, competency frameworks can provide more detailed structures for looking at job requirements the task is to compare current and new roles with your organization’s framework or against generic frameworks. Where current employees’ capabilities have already been matched against a framework it becomes easier to identify the gaps. ‘Attitudes’ or motivation or personal interests are vital for performance. Changes can impact adversely on individual motivation, and organizational development interventions may need to flow from the TLNA to address such issues.

Aventis Graduate Diploma in Training & Development

The graduate diploma offers by Aventis School of Management, one of the handful of reputable education and universities in Singapore aims to equip participants with the various strategies, tools and techniques that are highly required for the successful execution of any training program. Some individuals having training experience may also take up this course to upgrade their knowledge and skill sets. There is a Professional Trainer Toolkit designed by Aventis School of Management that helps the trainers have great success using some of the time tested methodologies.

Key objectives

  • You will be able to assess the training cycle right from the analysis of the training needs to the effect of the program on the participants.
  • You will be able to identify the training needs from organizational, departmental or personal levels.
  • You will be able to design measure and analyze the effect of the training program.
  • You can plan and execute the organizational competency mapping and training programs.

Besides the Graduate Diploma in Training & Development, Aventis also offers a suite of HR and Organizational related program which aims to help HR, OD and Learning & Development specialist to strategize and execute their organizational goals. These MBA, MSc Organizational psychology program are specially tailor made for the HR professionals who have to take many training sessions every week. The courses are designed for all corporate executives who work both in the private and public sectors. With a graduate diploma Singapore in Training and Development under their belts the students may become a certified lecturer, trainer or even a career consultant whichever may be their choice.

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