• What are the steps involved in identifying the training needs of an individual?
• How do you plan for the training programs of employees?

Sometimes a training solution is selected because the organization requires it, while at other times it is chosen because we naively believe that training alone will solve the problem. Whatever the reasons, each of the results is the same. Investments in organizational training and development is wasted because most of the knowledge and skill aimed in training is not fully applied by those employees on the job and to utter surprise not more than 10% of this expenditure actually is transferred to the job. What do we conclude from this is that the traditional training approach do not work anymore nowadays.

The traditional training problem confuses training activities with performance improvement and it does not addresses the transfer of the newly learnt skills and knowledge onto the job. It is however, not an unknown concept of making the transition from a training approach to a performance approach. The reason of existing performance problem does not lie in the lack of skills and adequate knowledge. As a Human Resource Professional one must focus on what people are expected to learn. One should follow a structured approach in analyzing performance problems and that the trainers differentiate between skill and knowledge deficiencies and other work environment factors that truly affect job performances.

Tom Gilbert is a believer of the fact that performance analysis should be based upon rigorous examination of an exemplary performance. He has advised that it is not enough to ask exemplary performers on what they do: instead the analysis must be done on their performances.  Gilbert in his book ‘Human Competence: Engineering Worthy Performance’ presents a model for engineering human competence for finding out why the same is lacking and how to get more out of it.

In today’s right sized, delayed and re-engineered organizations, people are being asked to do more  work which also keeps on changing. On account of this changing work the same results into fewer repetitive tasks with greater problem solving. 

The futuristic work force must be able to:

• Develop collaborative working relationship with key managers and other partners.
• Clearly understand the vision and the strategies that the organization is striving to achieve
• Identify the performance required from employees if the organization is to thrive
• Determine the condition in a work environment that must be modified if the needed performance  us to take root
• Work with people in and out of the organization to determine all the interventions required if high performance is to be achieved.

Keeping in view these changes, it is desirable that the role of a trainer should be transformed to the role of a performance consultant. Since long, the training profession has been focussed on the activities of training people in the profession who have thought of themselves as specialists and assoicated with the course, delivering the program or identifying the needs. these focusses will no longer suffice in today’s business environment. In the changing scenario, and looking at the intense-competition, this is high time that we shifted our focus from what people need to learn (training) to what they must do (performance).

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