Lecture 1 Analyzing Learning Needs

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Do curso por Moscow Institute of Physics and Technology

Introdução ao People Analytics

62 classificações

Moscow Institute of Physics and Technology

Introdução ao People Analytics

62 classificações

This course is designed to provide you with an understanding of the role of data and technology in human capital management. Every topic in the course will be covered in the most practical way so that learners get hands-on experience. In the course we use the 4Ts principle: Task, Theory, Technique and Technology so that there is always a connection to organizational performance objectives, an overview of underlying theories and principles, and specific tools which help achieve business objectives. You will learn ● what combination of data, technologies, and tools can be used in people management processes to improve organization’s performance ● how to use some of these tools and how to select the ones that suit your objectives and budget ● to design individual and team development plans and measure its ROI for the organization ● how to figure out the qualities that lead employees to their best performance so you know what to encourage in current and look for in new employees ● how to identify the right channels to recruit your employees or team members ● what combination of monetary and non-monetary motivation tools work best for your organization ● how to predict what people will leave in the near future and how to make sure some of them stay ● how to measure engagement and make a strong organizational culture improve performance

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Development

The final module is dedicated to training and development planning and calculating its ROI. We hope you will enjoy the final peer-reviewed assignment, where you will be required to calculate the ROI of this class for you.

Lecture 1 Analyzing Learning Needs4:19

Lecture 2 Designing Training Programs4:29

Lecture 3 ROI Calculation1:56

Conheça os instrutores

Ilya Breyman
Adjunct Professor
Center of Innovative Educational Technologies
Alexey Dolinskiy
Adjunct Professor
Center of Innovative Educational Technologies

Welcome to the last module of People Analytics.

You will learn about selecting and structuring training and

development programs, as well evaluating their effectiveness.

Training and development is one of the key components of human capital management and

an important part of human resources expenses.

Huge companies spend some 200 billion dollars annually on education programs.

General Electric alone, for example, spends approximately $1 billion annually.

How can we understand what, when, and how to teach our employees?

What would be the best time and budget allocation?

Corporate education learning needs come from organizational performance

indicators.

Depending on performance [INAUDIBLE] requirements,

there can always be some space for improvements.

In this module, you will learn how you should approach designing training and

development programs, and evaluate their outcomes.

Generally, every training program consists of several components.

First, assessing learning needs.

For example,

one may need to improve project management skills to improve performance.

Two, clearly defining learning objectives.

For example, the program participants are expected to learn and

master certain specific new skills.

Three, organizing and running the training program itself.

Four, evaluating program outcomes in terms of learning the results and

business performance changes.

And finally five, making adjustment to the program to improve learning outcomes and

return on investment and perhaps further learning improvements.

Assessing the learning needs, based on business objectives, is the first step

in putting together a development program.

There are three steps in this process.

Step one is organizational assessment.

This type of assessment analyzes the effectiveness of the organization as

a whole and identifies any discrepancies.

It is used to uncover competencies, knowledges, and

skills that are needed by the company to bridge the gaps.

Organizational assessment should also take into account external factors,

such as economy, environmental policies, technological advancement,

changing workforce demographics, et cetera.

These assessments determine whether training is needed,

how it will be conducted and when.

Organizational assessments answer two critical development planning questions.

First, where in the organization is training most required?

Two, will the training be effective if implemented, meaning,

will it actually fill the gaps?

After all, if your company purchased an airplane and

there are no pilots in your organization, it is probably reasonable to hire one,

not to train one of your staff members to get a license.

Step two is task assessment.

The task assessment gathers information about a particular job function or

occupational group in your company.

This analysis focuses on the key tasks,

competencies, and skills required to perform the job at the most efficient level.

Using job descriptions, skill analysis and job inventory questionnaires,

these assessments are used to discover specific training needs.

This type of analysis is particularly useful if an organization is

moving in a new direction or undergoing restructuring.

Again, the assessment is used to determine if there are any gaps between

existing competencies, and those needed to improve performance.

Task assessments answer the following planning question.

What skills and/or behaviors must be acquired in this job function?

Step three, individual assessment.

The individual assessment focuses on particular employee to discover how well

they are performing.

This type of assessment determines the individual's existing skills and

competencies that are in style and capacity for new work.

The individual analysis identifies who within the organization requires

training and what kind of training is needed.

360 degree evaluations are useful as individual assessments

since they identify the employee's strengths and areas for improvement

with regards to competencies, skills and behaviors.

The individual assessment forms the basis for creating a customized training and

development plan for the employee.

These assessments answer the following key development questions.

First, does the employee have the necessary skills?

Second, what training will be helpful for

the employee to acquire the necessary skills?

Observation of the behavior demonstrated at the workplace

is an important instrument of assessing improvement needs.

It is also important to relate knowledge levels.

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