What is Learning and Talent Development?
Ensuring that people at all levels of the organisation possess and develop the skills, knowledge and experiences to fulfil the short and long term ambitions of the organisation and that they are motivated to learn, grow and perform.
(definition by CIPD)
About building a Learning and Development Team at MasterCard
Exercise 1
Watch the film and complete the sentences:
1.“I think that we have such an __________ and inclusive team. (…) We’ve got just that nice broad array of folks in the organization that really help us to __________.”
2.“A big part of our philosophy, the way that we’re working with the organization is to drive a culture of __________ at all levels of MasterCard.”
3.“We have this confidence that that change can __________. We have the tools and we have the __________ and we have the experience to bring it about and so that __________ the passion.”
4.“Truly taking that lead, taking those steps so that you’re seen as a partner as opposed to just someone that __________ or responds, someone who really leads and moves on the forefront.”
5.“I fell like all of us feel as if we own our business, in a sense, right. So there’s the entrepreneurial spirit, I think, within each group in this organization and that help drive people to not only think __________ and __________ but also realize that they got to get it done.”
6.“I have to give __________ to our leader, Rebecca Rey, who came in the year right before we went __________ and saw the opportunity to really take the strategy of the company and import it to the employees at every level.”
7.“Find the best people you can, __________ them and get out of their way.”
How do we go about starting the Learning and Development process?
Everybody knows that training and talent development are the drivers of the organization’s success. In this series of articles we’re going to make an attempt to show you how to deal with the issue. First of all it is essential to have the management consider training and development an investment instead of a cost. How do we do that? The first step is to recognise your company’s training needs and this is where a training needs analysis or TNA will be useful. What is a TNA? It is a process of collecting data on the current performance of the staff and possible deficiencies which, as such, is to help the trainer, and through him/her, the employee and essentially the organization identify the areas for improvement. Once you’ve gathered the information you need, analyse it and in the end create a training plan.
There are six types of training needs analyses: needs versus wants analysis, feasibility analysis, population analysis, performance analysis, task analysis and contextual analysis. Each of them answers one (or two) of the following basic questions: why, who, how, what, and when. The needs versus wants analysis is strictly connected with the business and the bottom line. It helps to differentiate between what kind of a training an individual wants to get as opposed to the training s/he needs for the current job (which may not be aligned). The feasibility analysis analyzes the strengths and the weaknesses of the potential project to make sure the benefits of the training surpass the costs of the deficiencies. The population analysis is to assess who is to be involved in the training and how to customize the program to their needs. The performance analysis assesses the gaps between the current performance of the staff and the desired performance in order to eliminate all the deficiencies. The task analysis is to identify whether tasks are performed according to the company’s performance standards or other provisions or regulations. And finally the contextual analysis is to help identify what time would be best for conducting the training (taking into consideration holidays, company trips etc.).
So if you want to help your organization resolve the existing deficiencies make sure to conduct the TNA to find out what the appropriate solution to your problems is.
To learn more about L&TD, come back to us next week :).
Glossary:
driver – czynnik napędzający
to make an attempt – dokonać próby
performance – wyniki
deficiency – niedoskonałość, brak
to gather – zebrać
feasibility – wykonalność, możliwość realizacji
to align – tu: iść w parze
to surpass – przewyższać
to customize – dostosowywać do wymagań
Exercise 2:
Match the questions to the appropriate needs analysis:
1.How can we best adapt the training to the needs of the chosen employees?
2.Does the benefit of the training surpass the cost of the deficiency?
3.Who is the target of the training?
4.Can the problem be attributed to a skill deficiency?
5.Are the skills acquired during the training aligned with the needs of the organization?
6.Are there any specific requirements for proper delivery of the training?
7.How should the job be done?
8.What can we do to resolve the deficiency?
9.Why should we conduct the training?
Performance analysis –
Feasibility analysis –
Needs versus wants analysis –
Population analysis –
Task analysis –
Contextual analysis –
For more English for HR go to www.s-teem.pl
Key:
Ex. 1
1. integrated; move forward; 2. leadership; 3. come about; expertise; drives; 4. delivers; 5. long-term; strategically; 6. credit; public; 7. empower;
Ex. 2
Performance analysis – 4,8
Feasibility analysis – 6,9
Needs versus wants analysis – 5,9
Population analysis – 1,3
Task analysis – 7
Contextual analysis – 6
