Human Resources South Africa|Friday, January 19, 2018
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How does Training in South Africa Help in Organisations 

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Different types of training needs

A Training Needs Analysis can be performed to achieve a variety of objectives. The survey can be undertaken at a number of levels within an organisation in order to take a “snap shot” of the training needs analysis of the organisation:

Organisational Needs:

The Human Resources department may wish to undertake a Training Needs Analysis to determine if employees have the knowledge, skills and abilities necessary to meet the strategic objectives of the organisation. Important decisions like whether to recruit new talent or enhance the skills of current employees are based on this knowledge.

Project, Department or Area of Work:

Employees may become involved in new areas of work through job rotation and job sharing or on projects which make new demands on them and require a new set of skills. A Training Needs Analysis can identify if employees’ current skills can meet these new demands placed on them and also highlight key areas for development within the organisation.

Individual Needs

Appraisals may identify a need to improve an individual’s performance in their existing role within the organisation. Needs for development of the employees can be determined by the appraisals so that the employees can meet new challenges, or new departmental needs within the organisation. A training needs Analysis will enable managers to identify these individual needs amongst their employees.

Training should be about whole person development – not just transferring skills, the traditional interpretation of training at work. This will help employees become even more productive at work. Whatever your role and responsibility, you might not immediately be able to put great new emphasis on ‘whole person development’.

By being realistic, corporate attitudes and expectations about what ‘training’ is and does cannot be changed overnight. Most organisations in will still see ‘training’ in South Africa as being limited to work skills, classrooms and powerpoint presentations. However, when you start to imagine and think and talk about progressive attitudes to developing people – beyond traditional skills training – for example:

  • ‘enabling learning’
  • ‘facilitating meaningful personal development’
  • ‘helping people to identify and achieve their own personal potential’

then you will surely begin to help the organisation to see and accept these newer ideas about what types of ‘learning and development’ really work best and produces class-leading organizations.

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