Training Needs Identification Workshop
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The workshop is designed for FELDA-Johore bulkers to streamline learning and development (L&D) efforts, optimize resources, and enhance organizational performance. Key activities include identifying business outcomes, learning needs, and competencies, followed by developing professional development plans and metrics for measuring progress. Ground rules and a structured agenda are provided to ensure effective engagement and focus throughout the session.
Training Needs Identification Workshop
- 1. Training Needs Identification Workshop
- 2. Purpose of this workshop 2 • This workshop is organised for Felda-Johore Bulkers – streamline its learning and development (L&D) activities, – optimize L&D budget and other resources, – Improve individual and organizational performance
- 3. Outcome of this workshop 3 • Identify the business outcome of their Company, Department and/or Unit • Identify the learning needs of their Company, Department, and/or Unit • Identify Competencies required to achieve business outcome • Identify the Learning Gaps and Needs for the team members and themselves • Develop a Professional Development Plan for each learning needs • Develop learning metrics to measure progress for each team member
- 4. Before we start... • Refreshments • Lunch • Safety • Requirements • Mobile phones
- 5. 5 What is a Parking Lot? • Sometimes, discussion topics will arise that may be more appropriately covered in another section or discussed off-line • We’d like to introduce you to a concept called the “Parking Lot” • This is an area where we can “park” issues that we will either return to later or discuss off-line • Benefits of the parking lot? – We have a lot to cover, this helps us all stick to the schedule – It keeps us on track and ensures we get through the content and learning that is to be covered during the training – It ensures that the matters that are raised are recorded and dealt with later or off-line
- 6. 6 Ground Rules • Turn off mobile phones • Turn pagers to silent mode • Listen when others speak • Respect each other’s opinion and view points • Don’t be afraid to ask questions
- 8. INTRODUCTION “The day we screw up the people thing, this company is over.” Jack Welch – retired CEO of General Electric. During Jack Welch’s tenure as Boss, GE’s market capitalization rose by some USD$450 billion.
- 9. Purpose of Learning in an Organisation Learning & Development activities should resolve business issues so that business can achieve business outcomes. Learning & Development Activities should provide employees the necessary knowledge, skills, & mindset for them to perform their functions & activities that will achieve the desired goals. Learning & Development are measured based on the growth of the business. Learning & Development should not be a “stand alone” “do it for the sake of doing it” activities.
- 10. The Future… Or is it the Present…? 10
- 11. (1) Establish Business Outcomes (2) Establish Activities to Achieve Business Outcomes (3) Ascertain Organizational & People Capabilities (4) Establish Learning Outcomes (5) Implement Learning Activities Continuous Process Improvement Learning Governance / Council Learning & Performance Management Systems Strong Leadership Continuous Learning & Developing •What do we want MORE of i.e. revenue, business, profit •What do we want LESS of i.e. costs, losses, turnaround time. •It is important that these are the activities that can help you achieve your business goals. The organizational/people capabilities should not be the basis to decide the activities ESTABLISHING ORGANIZATIONAL CAPABILITIES •Based on the activities that are required, ascertain whether there are necessary knowledge, skills and attributes to perform those activities •If there are gaps between what is required and what is available, learning activities need to be established. These learning outcomes should link directly to the business outcomes. •Learning activities need not be training. It can be coaching, on- the-job learning, reading a book, asking fellow colleagues / expert.
- 12. (1) Establish Business Outcomes (2) Establish Activities to Achieve Business Outcomes (3) Ascertain Organizational & People Capabilities (4) Establish Learning Outcomes (5) Implement Learning Activities Continuous Process Improvement Learning Governance / Council Learning & Performance Management Systems Strong Leadership Continuous Learning & Developing •What do we want MORE of i.e. revenue, business, profit •What do we want LESS of i.e. costs, losses, turnaround time. •It is important that these are the activities that can help you achieve your business goals. The organizational/people capabilities should not be the basis to decide the activities ESTABLISHING ORGANIZATIONAL CAPABILITIES •Based on the activities that are required, ascertain whether there are necessary knowledge, skills and attributes to perform those activities •If there are gaps between what is required and what is available, learning activities need to be established. These learning outcomes should link directly to the business outcomes. •Learning activities need not be training. It can be coaching, on- the-job learning, reading a book, asking fellow colleagues / expert.
- 13. Identify the Organizational Business Outcome BUSINESS GOALS AND CHALLENGES IDENTIFY KEY RESULTS AREAS TO BE ACHIEVED IDENTIFY KEY PERFORMANCE DEFINE KEY JOB OUTPUTS • Look at your Business Plans and KPI • Can be single team unit, or • Cross functional team
- 14. More or Less??? More Less Turn-Around- Time Loss Cost Market Share Revenue Profit 15 Anda mempunyai 30 minit untuk melakukan TUGASAN ini. Selepas tu, kongsi tugasan anda kepada kumpulan lain.
- 15. Let’s have …. 16
- 16. (1) Establish Business Outcomes (2) Establish Activities to Achieve Business Outcomes (3) Ascertain Organizational & People Capabilities (4) Establish Learning Outcomes (5) Implement Learning Activities Continuous Process Improvement Learning Governance / Council Learning & Performance Management Systems Strong Leadership Continuous Learning & Developing •What do we want MORE of i.e. revenue, business, profit •What do we want LESS of i.e. costs, losses, turnaround time. •It is important that these are the activities that can help you achieve your business goals. The organizational/people capabilities should not be the basis to decide the activities ESTABLISHING ORGANIZATIONAL CAPABILITIES •Based on the activities that are required, ascertain whether there are necessary knowledge, skills and attributes to perform those activities •If there are gaps between what is required and what is available, learning activities need to be established. These learning outcomes should link directly to the business outcomes. •Learning activities need not be training. It can be coaching, on- the-job learning, reading a book, asking fellow colleagues / expert.
- 17. Workshop Challenge # 1
- 18. Identify Activities required to achieve business outcome 19 People ProductProcess
- 19. (1) Establish Business Outcomes (2) Establish Activities to Achieve Business Outcomes (3) Ascertain Organizational & People Capabilities (4) Establish Learning Outcomes (5) Implement Learning Activities Continuous Process Improvement Learning Governance / Council Learning & Performance Management Systems Strong Leadership Continuous Learning & Developing •What do we want MORE of i.e. revenue, business, profit •What do we want LESS of i.e. costs, losses, turnaround time. •It is important that these are the activities that can help you achieve your business goals. The organizational/people capabilities should not be the basis to decide the activities ESTABLISHING ORGANIZATIONAL CAPABILITIES •Based on the activities that are required, ascertain whether there are necessary knowledge, skills and attributes to perform those activities •If there are gaps between what is required and what is available, learning activities need to be established. These learning outcomes should link directly to the business outcomes. •Learning activities need not be training. It can be coaching, on- the-job learning, reading a book, asking fellow colleagues / expert.
- 20. Competency The required Attitude (Affective) Skills (Psychomotor) & Knowledge (Cognitive) to perform a job at the optimal level (to the expected standard)
- 21. Job Competencies Profiling is a structured approach to assessing competencies • A Job Competencies Profile is a simple format for depicting types and levels of competencies –required by specific jobs (JOB PROFILE) –possessed by individuals (PERSON PROFILE)
- 22. Competency (Various definitions) • The ability to perform a task e.g. Bake a cake; Light up a furnace • The ability to produce a result or an output e.g. increase market shares; recruit staff
- 23. Competency (Various definitions) • The ability to fulfil work objectives through a combination of knowledge, skills, attitudes, attributes and values e.g. Honesty and Integrity
- 24. Competencies Functional and Developmental Capability Developmental Capability Functional Capability (1) Personal Effectiveness (2) Relating to Others (3) Managing Work (4) Business Savvy (5) Leading Others 25
- 25. Competencies Functional and Developmental Capability Developmental Capability Functional Capability (1) Personal Effectiveness (2) Relating to Others (3) Managing Work (4) Business Savvy (5) Leading Others 26 Kenal pasti pengisian Competency pada setiap bidang. Kemudian kongsi kepada kelas.
- 26. Agenda for today 27 TIME SESSION 08:30 – 09:00 Arrival of Participants 09:00 – 09:10 HSE Briefing Bacaan Doa 09:10 – 09:20 Welcoming Remarks by FJB 09:20 – 09:45 Learning & Development: Way Forward 09:45 – 10:30 Identify the Organizational Business Outcome 10:30 – 10:45 NETWORKING COFFEE BREAK 10:45 – 12:00 Identify Activities Required to achieve Business Outcome 12:00 – 13:00 Identify Competencies required to achieve business outcome 13:00 – 14:00 POWER LUNCH & SOLAT ZOHOR 14:00 – 15:00 Identify the learning needs of the Organization 15:00 – 16:00 Identify the Learning Gaps and Needs for the team members 16:00 – 17:00 Develop a Professional Development Plan for each learning needs 17:00 – 17:30 Develop Learning Metrics 17:30 Workshop Ends
- 28. (1) Establish Business Outcomes (2) Establish Activities to Achieve Business Outcomes (3) Ascertain Organizational & People Capabilities (4) Establish Learning Outcomes (5) Implement Learning Activities Continuous Process Improvement Learning Governance / Council Learning & Performance Management Systems Strong Leadership Continuous Learning & Developing •What do we want MORE of i.e. revenue, business, profit •What do we want LESS of i.e. costs, losses, turnaround time. •It is important that these are the activities that can help you achieve your business goals. The organizational/people capabilities should not be the basis to decide the activities ESTABLISHING ORGANIZATIONAL CAPABILITIES •Based on the activities that are required, ascertain whether there are necessary knowledge, skills and attributes to perform those activities •If there are gaps between what is required and what is available, learning activities need to be established. These learning outcomes should link directly to the business outcomes. •Learning activities need not be training. It can be coaching, on- the-job learning, reading a book, asking fellow colleagues / expert.
- 29. (1) Establish Business Outcomes (2) Establish Activities to Achieve Business Outcomes (3) Ascertain Organizational & People Capabilities (4) Establish Learning Outcomes (5) Implement Learning Activities Continuous Process Improvement Learning Governance / Council Learning & Performance Management Systems Strong Leadership Continuous Learning & Developing •What do we want MORE of i.e. revenue, business, profit •What do we want LESS of i.e. costs, losses, turnaround time. •It is important that these are the activities that can help you achieve your business goals. The organizational/people capabilities should not be the basis to decide the activities ESTABLISHING ORGANIZATIONAL CAPABILITIES •Based on the activities that are required, ascertain whether there are necessary knowledge, skills and attributes to perform those activities •If there are gaps between what is required and what is available, learning activities need to be established. These learning outcomes should link directly to the business outcomes. •Learning activities need not be training. It can be coaching, on- the-job learning, reading a book, asking fellow colleagues / expert.
- 30. What Is a Needs Assessment? Needs assessment and analysis are data collection processes used to specify problems and to determine solutions.
- 31. How to Collect Data? • Interviews • Focus Groups • Questionnaires • Observations • Performance Data Reviews • Informal Discussions • Knowledge Tests
- 32. Agenda for today 33 TIME SESSION 08:30 – 09:00 Arrival of Participants 09:00 – 09:10 HSE Briefing Bacaan Doa 09:10 – 09:20 Welcoming Remarks by FJB 09:20 – 09:45 Learning & Development: Way Forward 09:45 – 10:30 Identify the Organizational Business Outcome 10:30 – 10:45 NETWORKING COFFEE BREAK 10:45 – 12:00 Identify Activities Required to achieve Business Outcome 12:00 – 13:00 Identify Competencies required to achieve business outcome 13:00 – 14:00 POWER LUNCH & SOLAT ZOHOR 14:00 – 15:00 Identify the learning needs of the Organization 15:00 – 16:00 Identify the Learning Gaps and Needs for the team members 16:00 – 17:00 Develop a Professional Development Plan for each learning needs 17:00 – 17:30 Develop Learning Metrics 17:30 Workshop Ends
- 33. 34 Task Analysis Lakukan Task Analysis untuk pasukan / unit anda. Kongsi kepada rakan kelas.
- 34. Let’s Do An Consider the learning needs of your team… 1. Knowledge, Skills and Mindset is required 2. Reflect this with the activities, and tasks they have to do 3. Share this experience with the people at your table
- 35. Learning Needs Based on the needs, map it against the Learning Areas Development Capability Functional Capability (1) Personal Effectiveness (2) Relating to Others (3) Managing Work (4) Business Savvy (5) Leading Others 36
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- 37. How do you fulfill your learning needs? 38 Attending Training 10% Learn from Others 20%Learn from the Job 70% Step 1 (70%): Ask your boss if you can participate in a project related to your learning needs. Step 2 (20%): If no project or tasks is available, look for someone in the organization to help you. Step 3 (10%): If all the above is not available, then only attend a course.
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- 40. Let’s Do An What BIRD are you…??? 1. On your own, complete the questionnaire 2. You have 5 minutes to do this. 3. Do not tell anybody what bird you are. 4. TOP SECRET 5. BUT… You need to observe what type of a BIRD other people are.
- 42. Let’s Do An What is your Learning Style??? 1. On your own, complete the questionnaire 2. You have 5 minutes to do this. 3. Do not tell anybody what style you are. 4. TOP SECRET 5. BUT… You need to observe what is other people’s learning style.
- 44. 70% 20% 10% Learn & develop through LEARNING TRANSFER TO THE WORKPLACE via ACTION BASED PROJECTS Learn & develop through FEEDBACK, COACHING AND MENTORING Learn & develop through FORMAL LEARNING OF CONTACT HOURS Learning Design Approach INVOLVING SUPERVISORS, COACHES, MENTORS AND SENIOR MANAGEMENT
- 45. Professional Development Plan - SAMPLE Learning Areas (1) Your Ability (2) Importance on the Job Diff (+/-) (1) – (2) Learning Intervention Deadline Discipline Expertise 3 5 -2 On-The-Job / From Others / Course / Not Required Personal Effectiveness 5 4 +1 On-The-Job / From Others / Course / Not Required Relating to Others 3 5 -1 On-The-Job / From Others / Course/ Not Required Managing Work 2 4 -2 On-The-Job / From Others / Course / Not Required Business Savvy 2 2 0 On-The-Job / From Others / Course / Not Required Leading Others 2 3 -1 On-The-Job / From Others / Course / Not Required 46
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- 48. Learning Transfer Maximize learning during the program Maximize the application of the learning to the workplace
- 49. End of Workshop And Thank You