The first step in developing a training program is conducting a needs assessment. The needs assessment is conducted to establish if there is a training need, who the training need is for, and the duties needed to be trained. The needs assessment procedure results in the decision that training is really necessary. To determine if training is required, information must be collected from three types of analysis; organizational, person, and task analysis.
We recommend that Xenon Corporation considers our following analysis. Organizational analysis is performed to identify if training supports Xenon’s strategic direction. With the continuing rise in consumer demands and 3% increase in domestic production associate workforce; Xenon has recognized a need for training and development programs to address cross-cultural issues and challenges. Xenon managers must show support and enthusiasm when providing the 20 expatriate’s and their families’ information regarding this exciting and challenging change.
We feel the best way to measure motivation on training and training readiness is by distributing to managers and employees an online survey via email for them to complete (see appendix A). Distributing the survey by email is not only cost effective but allows the employees to complete it in a time frame that is convenient for them without interfering in their busy schedules. Another step in conducting the organizational analysis is identifying the training resources.
As a preferred provider to many other multi-national corporations, we possess the experience and quality needed to provide you with a comprehensive cross-cultural training program. Your 20 expatriates and their families will be ready to take on the exciting challenge of relocating to Campinas, Brazil. We would like to invite you to take the opportunity in using one of our established and highly recommended training consultants to guide and motivate your employees. In addition to organizational analysis in the needs assessment process is person analysis.
This particular analysis identifies employee’s readiness for training. Employees need to posses certain personality characteristics such as the motivation to learn, basic skills in reading and writing, and the ability to solve problems and create solutions to those problems. They should also believe they have to ability to be successful managers and can learn the content of the training program (noe, 101-07). The personality characteristics of the person analysis are important to consider based on the adult learning theory. The adult learning theory suggests that: 1.
Adults have a need to be self-motivated 2. Adults are motivated to learn by external and internal motivators. 3. Adults have a need to understand why are learning something. By addressing these assumptions in the person analysis and looking at personality characteristics of your employee’s we can enhance their learning experience by helping them get the most out of the program (noe, 133). It is also important to realize that we can increase employee’s belief that they can be success during their assignment and learn the content of the training program.
We can accomplish this by helping employees understand that the goal of training is to improve and advance their performance instead of concentrating on the areas of skill they are less efficient in. Information about the training program and the purpose of training needs to be administered to increase their familiarity with the program. Employees need encouragement that they have the ability to rise above any learning complexities (noe, 107). The third step in the needs assessment process involves conducting a task analysis.
Employees should be provided with a description of the work activities, tasks to be performed, and the expertise, competence, and capability they need to carry out and achieve those tasks. The focus should be on the tasks essential to achieve Xenon’s goals and objectives. The job should be broken down into the duties and responsibilities to be carried out by the employees. The analysis should also distinguish what employees are currently doing and what they should be doing on the job (noe, 113).
When employees know the duties and responsibilities expected of them it is assumed in the expectancy theory that they will have a belief that performing a behavior or carrying out a task will create a particular outcome. For example, by giving employees the responsibility of attending the training program and the belief that they can learn, the result would be better performance on the job. Task analysis will not only validate the tasks needed to be completed but also contribute to the learning of your employees (noe, 132).