This is a 72-slide PowerPoint. Training needs analysis is not a compilation of employees' training wants. Neither is it simply talking to a few supervisors or circulating a memo to supervisors asking them to rank the courses listed. To be effective, a training needs analysis has to address business needs and close performance gaps. With the right approach and understanding, you will be able to conduct an effective training needs analysis that ensures training is targeted at the right competencies, the right employees and is addressing a business need. In this training powerpoint, you will learn the meaning and importance of conducting a training needs analysis, understand the components of a training needs analysis, and acquire detailed knowledge on the nine-step process for conducting a training needs analysis. LEARNING OBJECTIVES 1. Understand the meaning and importance of conducting a Training Needs Analysis 2. Gain knowledge on the components of a Training Needs Analysis 3. Understand the common training and evaluation models 4. Acquire detailed knowledge on the nine-step process for conducting a Training Needs Analysis CONTENTS 1. What Is Training Needs Analysis What is a Need? What is Training Needs Analysis? What Training Needs Analysis Is Not The ADDIE Model What is the Impact of a Poorly Designed Training Needs Analysis? Scope of Training Needs Analysis Classification of Training Needs 2. Components of a Training Needs Analysis Components of a Training Needs Analysis Organizational Needs Analysis Task/Job Analysis Person Analysis The Causes & Outcomes of a Training Needs Analysis Key Concerns of Management and Trainers in Needs Analysis The Kirkpatrick Training Evaluation Model 3. How to Conduct a Training Needs Analysis? Nine Steps of Training Needs Analysis Step 1 - Determine Desired Outcomes Step 2 - Link Desired Outcomes with Employee Behavior Step 3 - Identify Trainable Competencies Step 4 - Evaluate Competencies & Determine Gaps Step 5 - Prioritize Training Needs Step 6 - Determine Training Method Step 7 - Conduct Cost-Benefit Analysis Step 8 - Report Analysis & Findings Step 9 - Plan for Training Evaluation Summary
This is a 59-slide PowerPoint with accompanying Word templates The TWI Problem Solving (PS) program trains supervisors in how to solve problems in order to achieve the desired results. Based on the TWI four-step model, the TWI-PS program integrates and elevates the three original TWI skills (JI, JM and JR) into a problem-solving focus. This training presentation teaches you how to isolate the problem and then analyze the problem from the mechanical and people angles to find the root causes. Solutions are identified and prioritized to correct the problem. The results are checked and evaluated for the desired impact. This Training Package Includes: 1. TWI Problem Solving Slides (PowerPoint format) 2. Problem Analysis Sheet (Word format) 3. Causation Analysis Sheet (Word format) 4. Job Methods Breakdown Sheet (Word format) 5. Job Instruction Breakdown Sheet (Word format) 6. Job Relations Problem Solving Sheet (Word format) LEARNING OBJECTIVES 1. Solve problems based on the 4-Step Process for PS 2. Apply the Problem Analysis Sheet and the Causation Analysis Sheet to analyze and identify root causes 3. Apply the JI, JM and JR skills and tools to solve the problem CONTENTS Basic Needs of Supervisors Supervisor's Responsibilities Introduction to Problem Solving Objective of Problem Solving Results from PS Training Comparison of Toyota & TWI Problem Solving Steps What Is a Problem? 4 Steps for Problem Solving Step 1: Isolate the Problem Problem Analysis Sheet Causation Analysis Sheet Step 2: Prepare for Solution Mechanical Problems People Problems Step 3: Correct the Problem Step 4: Check and Evaluate Results Summary
This is a 78-slide PowerPoint. The TWI Job Methods (JM) program teaches supervisors how to improve methods for producing greater quantities of quality products in less time by effectively using available workforce, machines and materials. Participants are taught how to break down jobs into their constituent operations. Every detail is questioned in a systematic manner to generate ideas for improvement. New methods are developed by eliminating, combining, rearranging, and simplifying steps in the process. Job Methods yields significant benefits including reduced cost through productivity gains, increased throughput, and reduced work in process. LEARNING OBJECTIVES 1. Improve job methods based on the 4-Step Process for JM 2. Apply the Job Breakdown Sheet to analyze the current method and develop the new method 3. Utilize the JM Improvement Proposal Sheet to communicate and gain buy in to the new method CONTENTS 1. Introduction to TWI - JM 2. Definition of a Supervisor 3. 5 Basic Needs of Supervisors 4. Demonstration Job: Current Design & New Design 5. 4 Steps for Job Methods Improvement 6. Step 1: Breakdown the Job 7. Job Breakdown Sheet (JM) 8. Step 2: Question Every Detail 9. 5W1H Questions 10. Step 3: Develop the New Method 11. Eliminate, Combine, Rearrange & Simplify (ECRS Framework) 12. Principles Under Simplify 13. JM Improvement Proposal Sheet 14. Step 4: Apply the New Method 15. Examples of Ideas for Improvement 16. Practice Demonstrations: Job Breakdown for Present & Proposed Methods 17. Resistance & Resentment 18. Review of 4 Steps for JM 19. Summary & Closing Comments
This is a 15-slide PowerPoint. Forming a coherent hypothesis is an instrumental tool when analyzing and addressing any business problem. It is a common approach used by management consultants. When evaluating any new, abstract business problem, it is wise to begin by forming an hypothesis related to the problem. A popular consulting framework for forming a hypothesis is PRICE. PRICE is used by strategy consulting firms like McKinsey, Bain, and BCG. It can be used to test a hypothesis, determine if the hypothesis is valid, and answer questions, like, Does the hypothesis make sense? Should it be discarded? Should it be reworded? This document explains the PRICE framework and provides template slides to be used in your own presentations.
This is a 44-slide PowerPoint. The Fiaccabrino Selection Process is a powerful methodology for interviewing and screening the best people for your organization. The objective is to select those people who will be the highest performers with the lowest turnover. (Whereas the methodology was originally developed for a sales organization, it can easily be modified and tweaked for other functions. In fact, it has been used for positions from Marketers to Research Scientists to Pharmacists.) In most sales organizations, your top 20% sales performers generate 80% of the revenues. The question is, why are the other 80% hired? What would happen if sales managers hired sales people who were more like the top 20% and less like the bottom 80%? The result is your sales would significantly multiply and your sales turnover will also drop. This framework teaches you how to identify the top 20% sales performers--the best of the best. The core of the framework is to understand 16 critical Humanistic Attributes. This document will explain each attribute in detail and provide insight into how to evaluate your candidate's competency across each attribute. At the end of the day, the candidate must excel across all 16 of the Humanistic Attributes. This document will also discuss common behavioral modes and includes scoring/evaluation templates that can be used during the evaluation process. The Fiaccabrino Selection Process was developed by Charles Fiaccabrino, who is also the author of this document. Charles is a seasoned sales executive, having served as the Regional Sales Manager for 22 years of a Fortune 200 company (with revenues of over $50B in 2012). During that time, he earned the highly coveted Presidents Achievement Award 20 times (a performance record at the time). Charles was known within the company as "Mr. Roche." What was undoubtedly the core reason for his success as a manager is his ability to evaluate people. Through his selection process outlined in this presentation, Charles hired some of the greatest performers in the history of his company. Here are some testimonials from former executives of Roche (original letters embedded in the document): "... you have earned the respect, the admiration and the affection of dozens, probably hundreds, of Roche people whose lives you have touched as friend, counselor, mentor, leader." -- Irwin Lerner, former CEO "All of your colleagues at Roche Diagnostics, who refer to you as 'Mr. Roche,' are quite proud of your accomplishments ... I understand you were also responsible for hiring and coaching over 100 Roche employees who have and will continue to follow in your footsteps." -- Patrick Zenner, former CEO "In all these years, almost 30 to be exact, I'm positive no one person cared as much or worked as hard to make Roche Diagnostics great!" -- Tom Mac Mahon, former GM * * * * * After retiring from Roche at 65, Charles has consulted for a company to help them identify qualified sales candidates. Using the Fiaccabrino Selection Process, Charles helped reduce the turnover at the company from 35-40% to 2%.
62-slide PowerPoint. Developed by the Florida State University, the ADDIE Model is a systematic approach used by instructional designers and content developers to create instructional course materials. Comprising five simple phases - Analyze, Design, Develop, Implement and Evaluate, the model has been adopted as the standard method by many instructional designers because of its flexibility. The ADDIE model represents a lean, dynamic, flexible guideline for building effective training and performance support tools. The model helps to save time and money by catching problems while they are still easy to fix. CONTENTS 1. What is Instructional Design 2. Overview of the ADDIE Model 3. The Five Phases of ADDIE for Instructional Design (a) Analyze (b) Design (c) Develop (d) Implement (e) Evaluate You may also be interested in the following related documents: 1. Training Needs Analysis 2. Kirkpatrick Model for Evaluating Training Programs
Improving Employee Engagement is a priority in most Talent and HR Strategies. This presentation provides a 5-step approach to building a culture of Employee Engagement. This processed was developed by Aon Hewitt based on the Aon Hewitt Top Companies for Leaders study. Best practices from the leading organizations have shown leaders lead the way to a culture of Employee Engagement. These leaders focus on building skills, empowering others, and driving individual accountability to take ownership of one's own engagement. Thus, engaging leadership is the first step in our model: 1. Build Engaging Leadership 2. Create a Compelling Employee Value Proposition (EVP) 3. Grow our Talent 4. Enable Engagement and Performance 5. Focus on the Individual This document also includes templates you can use for your own business presentations.