IDENTIFY A PLAN FOR TRAINING AND DEVELOPMENT FOR PERSONNEL IN

PROCUREMENT AND SUPPLY FUNCTIONS

1 ELMENTS OF A PLAN FOR TRAINING AND DEVELOPMENT/ A SYSTEMATIC

APPROACH TO TRAINING AND DEVELOPMENT

2. THE TRAINING NEEDS AND ANALYSIS (TNA)

3. DIFFERENT METHODS OF TRAINING

4. ANDVANTAGES AND DISADVANTAGES OF TRAINING

5. EVALUATING EFFECTIVENESS OF TRAINING

6. PERFORMANCE REVIEWS

7. WHOLE PERSON DEVELOPMENT

TRAINING IS IMPORTANT IN PROCUREMENT AND SUPPLY BECAUSE OF

THE FOLLOWING FACTORS

Develop talent within the team

Improve current performance

Produce behavioural change

Improve organisation performance

What are the indicators that training is required?

A new person has been hired
A new system has been introduced
To improve safety of the workers
To comply with the law or a best practice
To enhance culture of continuous learning
To increase job satisfaction
Appraisal results
Change of roles due to restructuring
Productivity in terms of quantative and qualitative factors

EXPLAIN THE COMPONENTS OF A TRAINING PLAN?

How to answer a question on training plan

 Assessing training need –From the case study find out why training is required,
including use of training needs analysis methodology

 Propose a method of training on job-off job

 Propose a model of evaluating training-KIRKPATRICK, ANDERSON AND

HYDEN

NOTES ON TRAINING PLAN

According to Arnold et all 2005 a systematic approach to training and development consists
of three levels

i) Assessment of training needs

ii) Design and devil very of training

iii) Transfer of training and evaluation

a) Assessment of training needs (identified from information provided)

A need to train may arise out of the following:
A new person has been hired
A new system has been introduced
To improve safety of the workers
To comply with the law or a best practice
To enhance culture of continuous learning
To increase job satisfaction
Appraisal results
Change of roles due to restructuring
Productivity in terms of quantative and qualitative factors
b) Design and delivery of a training method (determined by the manager in case study

Design of training
Before the choice of a training method is done the objectives of training must be set out
through the following
What the trainee should be able to do after being trained-area
How will the new skills transferred to work -
The standard or level of performance required-indicators
Delivery of training
This is about the training programme consist of
Timeline
Method-on job or off job
Venue if off job
No of Trainers
No of trainee
c) Transfer and evaluation of training
Transfer is about how the knowledge learned will be applied by the trainer, by allowing
learning by doing or coaching
Evaluation is about measuring the outcomes of training i.e. its cost and productivity, change
of attitude etc

2. THE TRAINING NEEDS AND ANALYSIS (TNA)

HOW TO ANSWER A QUESTION OF TRAINING NEED ANALYSIS

 Identify what the task given by the manager

 Profile individual roles in doing the task
 Identify any problems
 Explain the TNA theory
NOTES ON TNA

Training needs analysis – a systematic approach to ensure that capability gaps are
identified in a time bound way an effective. The aim is to have a map of organisational needs
that is focused on improving the value of the human capital within the organisation

TNA programme should ensure the two factors

 That training needs should be analysed from the perspective of providing stability to
the entire organisational system including demands from the external and internal
environment.
• The training needs analysis must tie in with the procurement function’s future
strategy and plan.

A typical TNA 3 stage programme includes

 Determine what an employee is able to do (knowledge, skills and culture assessment)

or the key capabilities required to perform a tasks

In order to determine the level of know professional competences analysis on strategic

approaches to work.
Ability to use skills is assessed by measuring how best a worker executes tasks

The attitude a worker has towards organisation culture can be assessed

 Measuring what the employee actually does (output) this is done by setting goals or
targets

 Identifying a gap an area that requires training

Methods of collecting data for training needs analysis

Interviewing groups
Employee surveys
Competency frame work
Documentation
Skills data from HR

Evaluating Training needs analysis programme

The aim is to review is on improving the value of it is improving the human capital within the
organisation. Vanguard Model offers three stages to review training needs analysis.
• Check: Review current performance
• Plan: Consider what will deliver the desired results, and develop a plan of change
activity
• Do: Implement an action plan

DIFFERENT METHODS OF TRAINING

How to answer a question on methods of training

 Identify the work being done

 Profile the skills and knowledge of teams

 Identify problems in work performance

 Propose a method or indicate which method is being used

NOTES ON TRAINING METHODS

ON JOB TRAINING METHODS

Orientation or Induction Training: It is meant for the newly-selected employees and its sole
object is to adapt them to the specialized job requirements and work methods of the
enterprise.
Simulation training, or simulation-based training, involves the use of basic equipment or
computer software to model a real-world scenario. ... Simulation training usually involves
interacting with a technology.
Peer observation is about trainees observing each other’s' practice and learning from one
another person who is more experienced. It aims to support the sharing of best practice and
build awareness .it is also called sitting with Nelie

Coaching. Coaching involves the development of one-to-one relationship between the

employees and supervisors, which ensures continued guidance and feedback of the
employees on how well they are handling their tasks. Coaching involves:
a. Setting of mutually agreed upon goals.
b. Suggesting the means to achieve the agreed goals.
c. Periodic review of trainee’s performance to ensure that goals are achieved as planned or
suggesting ways to improve performance in case of any deviations.
Mentoring. A mentor is a teacher, coach, counsellor, host, guide, and facilitator in the
realisation of the vision of the young person The mentor shares experiences with the mentee,
act as a role model and provides guidance on how to survive and get ahead in the
organisation
a great amount of flexibility when transfers, promotions, or replacements become inevitable.

Action learning: where members of the team deliberate on issues emerging in work
performance. A facilitator helps the group to brain storm by providing advice. It helps
organizations develop creative, flexible and successful strategies to pressing problems.
Delegation:It is an arrangement where a superior assigns a duty or responsibility to his
subordinate, the subordinate is exposed to learning by handling challenges.
Experimental learning: job rotation, through assistant to positions, project committees,
practice and feedback method.

OFF JOB TRAINING

Training rooms: within the company premises where employees are taken through various
job instructions

 Case study
A “case” means a written account of actual organizational situation, Case study enables the
trainees to (a) Pinpoint the problems; (b) Identify and analyse the causes thereof; (c) Suggest
alternative solutions; and (d) Indicate which of the alternatives would be the best under the
prevailing circumstances.
 Lectures, taking time off and attend classes
 Conferences, Seminars, etc.organised by professional bodies
Distance learning through virtual classes

EVALUATING A TRAINING PROGRAM-

This is done through the use of various models

KIRKPATRICK MODEL Four level model

The model is used to evaluate learning on four levels:

Reaction – Did they enjoy the training? Ask learners to complete a survey about their overall
satisfaction with the learning experience. Happy sheets or trainer rating scores can be used
Learning – Did they pass the assessment? Use assessments to measure how much knowledge
and skills have changed from before to after training. Use some form of skills test or self-
reported application on the improvement of skills or knowledge in the workplace.

Behaviour – Do they work better? How much has behaviour changed as a result of training.
Use observations, performance appraisal ratings or reported using a survey of the individual’s
managers and/or peers

Results – Did business metrics improve? Measuring improvements in key performance

indicators such as productivity, sales turnover, quality etc., as a result of the training
programme, reported using a dashboard of metrics determined to reveal job
performance improvements

Nb Roi
Ultimate value or return on investment – The contribution of the training
programme to the strategic goals and profitability of the organisation, most often
provided as a return on investment or cost/benefit calculation.

MERITS AND DEMERITS OF ON JOB AND OFFJOB TRAINING

On-the-job training

Advantages Disadvantages

It is a relatively cheap form of training as there

As the training is usually provided by other
are no travel costs and training is done by
employees, it may mean that more people are
another employee, not as expensive external
unavailable to work, lowering productivity levels
trainer

It can be tailored to the needs of the business,

It is unlikely to bring new ideas and skills into
such as using the specific machinery that the
the business
business uses

Easy to organise and can be completed at short The employee providing the training may be
notice ineffective
Off-the-job training

Advantages Disadvantages

Off-the-job training can bring new ideas into a

It can be expensive
business

As off-the-job training is expensive, employees

There is a risk that the newly trained employee
who receive it may feel more valued by the
will leave the business
company and therefore more motivated and loyal

The trainer is more likely to provide high quality Training might not be tailored to the business
training, as they will be a skilled expert in this and the employee is spending time away from
specific area the workplace to complete the training

Lost productivity whilst the trainee is away

There are many options available
from their role

ANDERSON MODEL OF VALUE AND EVALUATION

Anderson’s is used to evaluate on the alignment between the learning program’s goals and
the strategic goals of the organization. Only once the goals are aligned can we evaluate the
success of the learning program in meeting those goal. Anderson’s model is model helps an
organization determine the best training strategy for their needs.

Determine current alignment against strategic priorities – Is the training in line with the
business goals?

Use a range of methods to assess and evaluate the contribution of learning – This includes
four key measures: return on expectation, return on investment, learning function, and
benchmark and capacity.
Establish the most relevant approaches for your organisation – This is the final, decision-
making stage.
Anderson’s model suggests four categories of measure, as follows:

Emphasis on the short-term benefits

Emphasis on long-term benefits

Senior management trust in learning contribution

The organization requires learning value metrics

The four specific areas of evaluation are:

Return on Investment Measures

Return on Expectation Measures

Benchmark and Capacity Measures

Learning Function Measures

Return on Investment Measures

This includes the cost of the learning programs compared with the company’s bottom line.

Return on Expectation Measures

This looks at whether the expectations of the training have been met.

Benchmark and Capacity Measures

This looks at how the organization is doing relative to others.

Learning Function Measures

This studies how efficient is the program in your business
HYDEN RAM MODEL
This is an approach used to evaluate if the training offered is aligned with the organisation
Hayden’s (2017) RAM model-This ensures alignment between training and development and
desired organisational outcomes by assessing the following.
• Relevance of the training-will it enable organisation meet future opportunities and
challenges

• Alignment to HR strategies such as reward, employee relations and development

• Measurement to evaluate return on investment-its contribution to return on investment (net

benefits/cost x 100

This is implemented through Steps

• Carry out a tasks review.
• Consider the capabilities required to achieve the job requirements, compared
against an analysis of existing employee capabilities.
• Develop a training specification, outlining the gap between existing and required
capability and any new requirements that will be needed to respond to future
challenges or opportunities.
• This forms the basis of the training and development strategy and business plan.
• Prioritise the needs, by identifying the strategically important gaps to ensure that
the most critical capability gaps are addressed first.
• Once a budget has been agreed, produce a tactical plan that outlines training and
development programmes, including methods, delivery and the evaluation of
training

FOSTER 2017 MODEL OF COST ASSESSMENT OF TRAINING

Foster 2017 provides a breakdown of how to calculate measure to assess the impact of
training

Variable /area Training outcome Ratio

Process improvement Cost efficiency Benefit of process=time
saved by number of
employees
Productivity % Increase in productivity Benefit-increase
units/previous units by
hundred
Cost of getting new Effectives of sales effort to Cost of selling /number of
customers expand customer base new customers acquired
Customer retention rate % Customer loyalty and New customers/old
satisfaction customers by 100
Sales force performance Revenue and profit % Profit/revenue by 100
PERSONAL DEVELOPMENT PLANS (WPD) CONCEPT

Personal development plans focuses on whole person development summarised as follows

Physical
The physical aspect of Whole Person Development relates to your physical health. It
entails eating the right foods, exercising to maintain a healthy body, getting enough sleep,
and managing stress. Good physical health prevents disease, helps maintain a healthy body
weight, and makes you feel good.

Emotional

Emotions shape who WE are. They give rise to your reactions to situations, your personality,
your connection with others, your adaptation to change, your ability to handle stressful
situations, and much, much more. Developing your emotions, or your emotional intelligence,
gives way to learning more about yourself and others

Professional: Career progression and education development

Social:

Form and maintain good relationships, as well as how to properly act in different social
environments. Adopt civil responsibilities, social engagement and appreciate diversity

Psychological
Psychological aspect of Whole Person Development relates to knowing your true inner self. It
promotes self-esteem and self-acceptance, learn to adopt new patterns of thinking because
mental process affect how people think and perceive the word.

Spiritual

Personal believes, values and philosophy Spiritual awareness helps fulfil a variety of different
human functions. It promotes compassion, positive relationships, and a sense of purpose,
honesty, optimism, and inner peace.
PERFORMANCE review and APPRAISAL

Performance reviews can be defined as the; ‘formal evaluation of an employee’s

job performance in order to determine the degree to which the employee is
performing effectively’ it is a key area in managing the individual. Performance reviews are
used for two purpose

Developmental: Identify areas where the individual needs to improve performance and create
dialogue with the worker

Administrative: Used to make decisions on reward promotion, training transfer termination

A performance appraisal is a regular review of an employee's job performance and overall

contribution to a company.

Both performance review and appraisal help to to measure the value that an individual creates
for an organisation. This can be looked at from these perspectives
• At an organisational level – it is possible to look at people metrics such as human
capital ROI, productivity, and revenue and cost factors.

• From an HRM perspective – performance appraisals are central to drawing

together HR practices, such as performance management, reward, learning and
development, and organisation development.

• At an individual level – the setting of targets and objectives enable the manager to
manage and measure individual employee performance throughout the year.

Performance appraisals appraisal chain consists of the following

• Past performance reflection – in relation to objectives considered and a rating and

judgement given
•Set Objectives for appraisal – help individuals to understand what is expected of them in
their role and in regard to task performance,

Rating: providing a forum for accountability and highlighting areas where support is required
with respect to capability development.

Judgement; on individual performance in particular areas

• Feedback – should be provided regularly to the employee; should focus on areas of

performance improvement, including skills and knowledge development and
holding people to account.

• Future performance – targets should be linked directly to the delivery of the

organisation’s strategic objectives.