Designing and Managing a Training and Development Strategy
Published on 29. September 1997
Book
Paperback/Softback
124 pages
978-0-273-63199-6 (ISBN)
Description
Development and training must be part of the core organisational strategy, closely linked to the business plan and continually assessed, reviewed and revised.
This report is a practical "tool box" approach to identifying both the individual and the organisation's training and development needs. It will help you correlate these needs into a cost-effective, outcome-driven, measurable Training Plan and outline how to implement that plan.
Contents include:
Analysing the development needs
From analysis into a plan
From plan into action
Troubleshooting
Ten essential actions
This report is a practical "tool box" approach to identifying both the individual and the organisation's training and development needs. It will help you correlate these needs into a cost-effective, outcome-driven, measurable Training Plan and outline how to implement that plan.
Contents include:
Analysing the development needs
From analysis into a plan
From plan into action
Troubleshooting
Ten essential actions
More details
Language
English
Place of publication
Harlow
United Kingdom
Publishing group
Pearson Education Limited
Target group
College/higher education
Dimensions
Height: 292 mm
Width: 208 mm
Thickness: 9 mm
Weight
460 gr
ISBN-13
978-0-273-63199-6 (9780273631996)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Content
Foreword
About the author
1. An introduction
Staff development - why bother?
Staff development as a core corporate strategy
Training policy
The cost of ignorance and no training
Who to involve
What's the difference between training and development?
The objectives of this report
2. Building up the development profile of an organisation
What sources?
3. Analysing the development needs
Knowledge and skills vs. personal development
Workplace standards
Objectives and outcomes
Who is responsible?
Ongoing supervision
Appraisal schemes
Training needs analysis
4. From analysis into a plan
What to include in a development plan
Development headings for inclusion into the plan
Evaluation measurement criteria
Timing/timetabling/synchronizing
Linking development opportunities with development requirements
Development costs
Development budgets
Keeping staff informed
Senior management involvement
5. From a plan into action
From paper to people
Impact on the workplace
Maintaining the enthusiasm
Avoiding development overload
Reviewing overall objectives and performance measurement criteria
Training resources
6. Troubleshooting - making sure everything works
An accountable person
A responsible person
Policies, procedures and processes
Development standards
The 'hit list' of ten essential actions
Appendix: Documentation for Ruddie Wilkinson Ltd staff appraisal scheme
Bibliography
About the author
1. An introduction
Staff development - why bother?
Staff development as a core corporate strategy
Training policy
The cost of ignorance and no training
Who to involve
What's the difference between training and development?
The objectives of this report
2. Building up the development profile of an organisation
What sources?
3. Analysing the development needs
Knowledge and skills vs. personal development
Workplace standards
Objectives and outcomes
Who is responsible?
Ongoing supervision
Appraisal schemes
Training needs analysis
4. From analysis into a plan
What to include in a development plan
Development headings for inclusion into the plan
Evaluation measurement criteria
Timing/timetabling/synchronizing
Linking development opportunities with development requirements
Development costs
Development budgets
Keeping staff informed
Senior management involvement
5. From a plan into action
From paper to people
Impact on the workplace
Maintaining the enthusiasm
Avoiding development overload
Reviewing overall objectives and performance measurement criteria
Training resources
6. Troubleshooting - making sure everything works
An accountable person
A responsible person
Policies, procedures and processes
Development standards
The 'hit list' of ten essential actions
Appendix: Documentation for Ruddie Wilkinson Ltd staff appraisal scheme
Bibliography