Competency based TNA - 8 steps

Identifying competency gaps through performance gaps.

(the only effective training need analysis)

1. Identify critical performance gaps of the company with suitable benchmarks.
• From ROE check in depth at the bottom of the Du Pont Chart.
2. Check the root cause of poor performance beside competency.
• identify performance gaps purely contributed by lack of competencies.
3. Identify critical job holders to check on their competencies
4. Draw best practices from benchmarks and compare them to arrive at the unique competency gaps.
5. Confirm types of competency needs through BSC analysis. OR
6. Confirm competencies through alternative processes.
• survey questionaire
• focus groups
• observation
• task analysis
• personal records
• Personal interview
7. Chose appropriate training delivery for most economical approach.  Conduct cost benefits analysis to justify training. (use before and after  training comparison)
• Calculate the training benefits through the performance improvement gains
• divided by the training investments/costs
• ROI training
8. Submit TNA reports.

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Top 16 best practices in HR Training

Here are the top 16 best practices in Malaysia announced by Malaysia's HRDF.

1. Top Management must display positive role models for training.
• discussed with CEO and key functional heads
2. Heads of departments should be actively involved in training.
• Both Gaps agreed with them
3. Training is linked to the business plans and continouse improvement.
4. Dedicated training personnel to provide customised and targeted training.
5. Flexible budgeting approach to training.
6. Take advantage of the levy and government financial support
7. Develop an Annual training plans
• prioritized training activities based on ROI
8. Ensure new recruits complete mandatory training programs before confirmation.
• understand company's performance policy
9. Develop a culture of learning i.e training culture and systems
10. Employee should know the importance of continous training
• on and off the job training
11. Training is linked to performance appraisal and remuneration.
• KPIs used in the above functions
12. Develop a Formal job description
• based on best practices and key result areas
13. Conduct staff performance appraisals to identify skill gaps
14. Identify departmental needs for training
• gaps are departmental needs
15. Obtain information from multiple sources: CEOs, HODs, employees, performance appraisal
16. Develop core mandatory programmes for the company.

Extracted by Arriffin Mansor 012-2786282

Arriffin Mansor 012-2786282

Job and training description 11 points

Job descriptions plans, monitors performance and identify gaps for training needs purposes

1. Establish the performance targets  of all duties and tasks.  Relate and agree with performance objectives of the job.
2. Establish and agree on performance gaps between the achieved and the standards
3. Identify best practices through benchmarks and sets of required competency.
4. Discuss and agree on the key result areas   
5. Discuss and agree on key performance indicators
6. Discuss and agree on the KPI rate.
7. Delegating responsibility by performance metrics
8. Accountability by performance results and performance evaluation
9. Job description clearly shows the person whom the job holder report to.
10. Job description also define the required authority to be delegated.
11. Job description set the clearly duties and tasks expected of the job holder.

Being a performance contract agreed between the boss and the employees that includes the measurable job goals with the expected performance standards to be achieved with the agreed key result areas, job description also delegates authority and resources for that purpose.

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Job description under performance regime - 10 points

How job descriptions are discussed and agreed before they are signed as a performance contract between the employees and their bosses.

1. Established, defined and measured performance objective and goals
2. Establish and agree on performance gaps between the actuals and the standards
3. Identify benchmarks and best practices and a sets of required competency.
4. Discuss and agree on the key result areas to achieve these objectives
5. Discuss and agree on key performance indicators  on the activities.
6. Delegates duties and tasks by performance metrics
7. The desired performance results clearly described to enforce accountability.
8. Job description identify the person whom the employee report to.
9. The Job holder and his boss may recognize some competency gaps in the job holder which may require some kind of training to close the gaps. 
10. Job description also define the required authority and resources to be delegated to the employees to carry out his tasks and duties.

Arriffin Mansor 012-2786282

Latihan ialah Tiru dan laku - copy and paste in training

JENIS LATIHAN UNTUK KAKITANGAN YANG TELAH DIKENALPASTI MEMERLUKAN SUPAYA IMPAKNYA TERHADAP MATLAMAT SYARIKAT.

Latihan sebenarnya ialah meniru dan melakukan sebaik apa dan siapa yang mendatangkan hasil sama seperti mereka yang ditiru (benchmarkings dan best practices)

Latihan hanya perlu pada mereka yang menghasilkan jurang prestasi yang negatif.  Bagi mereka yang menghasilkan prestasi terbaik maka mereka tidak perlu latihan. (critical performance gaps)

Latihan patut tertumpu pada pekerja dan kumpulan pekerja yang menghadapi jurang prestasi.  Dari jurang prestasi kita kenali jurang kompetensi. (poor performers)

Jurang kompetensi seorang pekerja dikenalpasti melalui profiling.  Apa kompetensi yang mereka tiada atau tidak cukup berbanding dengan mereka yang didapati kompeten melalui prestasi.

Amalan terbaik atau best practices ialah gerak laku mereka yang menghasilkan prestasi yang terbaik dalam industri.

Arriffin Mansor 012-2786282