Kickstart a Training Needs Assessment

 

My father owned a corporate office design and office furniture dealership. I used to work for him for many years. Steelcase was one of the many manufacturers he dealt with. According to Noe, when a needs assessment is being done it is to locate the “pressure points.” He says that that there are three basic areas to analyze for them: organizational, persons, and tasks.

What stakeholders would you want to make sure to get buy-in from?

Steelcase key stakeholders would include CEO’s, customers, dealers, and employees. These stakeholders are in one of three industries: health, education, or workplace. Steelcase has several different brands and does business internationally. Therefore the scope of the needs analyses should be broad enough to collect data from each group and should include what Noe posits, “ pressure points (from) performance problems, new technology, internal or external customer requests for training, job redesign, new legislation, changes in customer preferences, new products, or employees’ lack of basic skills.”   

What questions would you ask (and to whom would you address them) during the organizational, person, and task analysis phases?

Organizational questions for Steelcase CEOs: 1. Are manufacturing procedures safe and efficient? 2. What steps are being taken to train the talent base to innovate commercial interior design? 3. What sustainability strategies exist for new and old products? 4. All of Steelcase product is manufactured of plastic and metal, with what partners and in what areas are sustainability being protected and threatened?

Person questions for Steelcase employees: 1.What are top challenges in communication with Steelcase 2. What drives your Steelcase brand and product knowledge? 3. What impacts assembly and installation procedures? 4. What are interruptions in your workflow?

Task questions for dealers: 1. In what ways do product and industry knowledge impact market share? 2. How do logistics procedures affect  Steelcase relationships with dealers and customers?

Questions for all: 1. Are customer needs being met? 2. Is knowledge being shared efficiently and effectively?

What documents or records might you ask to see?

  1. Training manuals
  2. Sales reports
  3. Employee Files
  4. Safety Records
  5. Sustainability Audit
  6. Damaged Goods Report
  7. Customer Testimony
  8. Assembly Manuals and Software
  9. Brand and Product Manuals
  10. User Manuals
  11. Recall Report
  12. Supply Chain
  13. Logistic Reports
  14. Marketing Tools

What techniques would you employ (see Table 3.2 on page 108 of the Noe text), and why?

Interviews would be ideal when working with Steelcase management employees because their information is critical to get a sense for they type of need and the magnitude of those needs as it pertains to implementing training to address the problem. Interviews will provide a better sense of the mood and other nuances that exists and more than likely managers will have more time to meet than other stakeholders. Online questionnaires are the best way to assess customer and dealer needs because it’s the quickest, easiest, least expensive way to assess needs in mass and instantaneously.  Comparing documentation to observed practices is the best way to determine if company objectives are being met.

References:

Noe, R. A. (2010). Employee Training and Development(3rd ed., Vol. Chapter ). Retrieved July 15, 2017, from http://serverlib.moe.gov.ir/documents/10157/42675/Employee Training and Development.pdf

 

Office Furniture Solutions, Education & Healthcare Furniture. (2014, June 16). Retrieved July 14, 2017, from https://www.steelcase.com/

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A Very Basic Elevator Pitch

 

Access wav. file click here

Is it true that the training in this company is going to a learning organization model? 

Well- Do you have systems and departments in place to ensure that learning goals are aligned to business goals?

Does your organization have a diversified learning portfolio?

Just wondering because there is a great tendency to have a disconnect between strategy and execution of strategy?

Really, it is just part of my professional responsibility as a learning professional to offer services that ensure your training initiatives and training activities are aligned with your ultimate business strategy, the necessary financial resources, and the support required to carry out appropriate training activities.

Should you decide that, in fact, your organization would like to invest more into the learning that needs to take place so that there are less and less gaps between the business strategy and execution, consider personal and professional growth opportunities including a commitment to self-development, coaching, learning solutions, and training, management training, and performance management.

In addition to formal programs, consider also on the job training by changing jobs. Learning the roles of other positions in the company well enough to enhance the performance of their individual roles has proven to be a major learning asset that should be included in your learning portfolio.

I’m a learning specialist, in the event that your company will be needing a learning portfolio and I’d be glad to set one up for you.

Here’s my card, I’m happy to help.

Thanks for your time.

 

Reference:

Noe, R. A. (2010). Employee training and development (5th ed.). New York, NY: McGraw Hill.

Crafting an Elevator Pitch: Introducing Your Company Quickly and Compellingly. (n.d.). Retrieved July 07, 2017, from https://www.mindtools.com/pages/article/elevator-pitch.htm