Knowledge Managemet and Learning Needs
1. Process for identifying learning needs
Learning is a necessary process for achieving business objectives and essential to improving organisational performance. It bridges the gap between the organisation’s current capability and that needed to deliver the business results. From an individual point of view, it enables people to add to their stock of personal competences and develop their full potential.
The process for identifying learning needs is given by:
* Stakeholder Analysis
Identify all posible stakeholders with an interest in the training process, including the identification and assessment of the learning needs. Stakeholders analysis in the context of needs assessment will reveal the importance and posible influence of the stakeholders in TNA (Training Needs Analysis), their type of participation, interest and posible impact on them.
* Selecting and using the research methods to identify learning needs
Identifying learning needs is a form of research. First, evidence suggests that there is a basic problem which can be addressed through training. Various methods includes self-report questionnaires, observation, individual interviews, checklist / job description, diary records, work sampling, thecnical expert conference, critical incident and examination of existing records.
* Logistics and strategy for the TNA
Once the questions and methodology have been decided upon, the following issues are also important to think about: * How many interviews, observations, questionnaires, samples, etc.? * Where? * With how many groups? * By whom? * How long (days)? * Training of interviewer (Guidelines for consolidation, piloting with students and revisions were necessary). * Field work * Analysis (primary) * Workshop – consolidation * Presentation to stakeholders
All of these points need to be carefully planning.
* Planning identification of organisational needs
There are two steps: *
Learning is a necessary process for achieving business objectives and essential to improving organisational performance. It bridges the gap between the organisation’s current capability and that needed to deliver the business results. From an individual point of view, it enables people to add to their stock of personal competences and develop their full potential.
The process for identifying learning needs is given by:
* Stakeholder Analysis
Identify all posible stakeholders with an interest in the training process, including the identification and assessment of the learning needs. Stakeholders analysis in the context of needs assessment will reveal the importance and posible influence of the stakeholders in TNA (Training Needs Analysis), their type of participation, interest and posible impact on them.
* Selecting and using the research methods to identify learning needs
Identifying learning needs is a form of research. First, evidence suggests that there is a basic problem which can be addressed through training. Various methods includes self-report questionnaires, observation, individual interviews, checklist / job description, diary records, work sampling, thecnical expert conference, critical incident and examination of existing records.
* Logistics and strategy for the TNA
Once the questions and methodology have been decided upon, the following issues are also important to think about: * How many interviews, observations, questionnaires, samples, etc.? * Where? * With how many groups? * By whom? * How long (days)? * Training of interviewer (Guidelines for consolidation, piloting with students and revisions were necessary). * Field work * Analysis (primary) * Workshop – consolidation * Presentation to stakeholders
All of these points need to be carefully planning.
* Planning identification of organisational needs
There are two steps: *