1. Manpower Development
Alzadd Lemente
Prepared by:

2. ORGANIZATION
Successful
Organization

3. Two Persons in ORGANIZATION
Reorientation (old employees)
Orientation (New employees)

4. Orientation (New Employees)
To bring new employees up to speed with
company policies and procedures
To take the time to familiarize the employee with
the company, the company’s goals, and other
factors that will affect their job.
To make the employee more productive and
comfortable in the new position.
Orientation
(New employees)

5. Reorientation (Old Employees)
Reorientation
(old employees)
Another very common problem with many
companies is when a business has an older, long-
term employee who is being introducing to a
completely new business process. It is common
for the old-timers to believe there is nothing new
under the sun and may rebel or now accept the
fact he must continue to learn something new.
Without a good training department placing into
practice proper training methodology, companies
will find it difficult to successfully implement a
new business process at a company-wide level.

6. Training Needs Analysis
Is the formal process of identifying the training gap
and its related training need.
Is a series of activities conducted to identify
problems or other issues in the workplace, and to
determine whether training is an appropriate
response.

7. 3 types of Training Needs Analysis
1. Organizational Needs Analysis
According to many training experts, attaining the objectives
of the business should be the ultimate concern of any training
and development effort. Therefore, conducting an
organizational needs analysis should be the first step in
effective needs assessment. It begins with an examination of
the short and long-term objectives of the organization and
the trends that are likely to affect these objectives. It can
include a human resource analysis, analysis of efficiency
indexes, and an assessment of the organizational climate.

8. 3 types of Training Needs Analysis
2. Job Needs Analysis
The specific content of present or anticipated jobs is examined
through job analysis. For existing jobs, information on the tasks
to be performed (contained in job descriptions), the skills
necessary to perform those tasks (drawn from job
qualifications), and the minimum acceptable standards
(obtained from performance appraisals) are gathered. This
information can then be used to ensure that training programs
are job specific and useful.
The process of collecting information for use in developing
training programs is often referred to as job needs analysis. In
this situation, the analysis method used should include
questions specifically designed to assess the competencies
needed to perform the job.

9. 3 types of Training Needs Analysis
3. Person Needs Analysis
A person needs analysis identifies gaps between a person's current capabilities and those
identified as necessary or desirable.
Several approaches can be used to identify the training needs of individuals
Output Measures. Performance data (e.g., productivity, accidents, customer complaints
Self-Assessed Training Needs. The self-assessment of training needs is growing in
popularity. Here top managers require the employee and his or her supervisor to identify
what the business needs are for the department and the business, as well as the skill needs
and deficiencies of the individual. Self-assessment is premised on the assumption that
employees, more than anyone else, are aware of their weaknesses and performance
deficiencies. Therefore, they're in the best position to identify their own training needs.
Attitude Surveys. Attitude surveys completed by a supervisor's subordinates or by
customers or by both. , customer surveys can serve a dual role: providing information to
management about service and pinpointing employee deficiencies.

10. 3 types of Training Needs Analysis
3. Person Needs Analysis
A person needs analysis identifies gaps between a person's current capabilities and those
identified as necessary or desirable.
Several approaches can be used to identify the training needs of individuals
Output Measures. Performance data (e.g., productivity, accidents, customer complaints
Self-Assessed Training Needs. The self-assessment of training needs is growing in
popularity. Here top managers require the employee and his or her supervisor to identify
what the business needs are for the department and the business, as well as the skill needs
and deficiencies of the individual. Self-assessment is premised on the assumption that
employees, more than anyone else, are aware of their weaknesses and performance
deficiencies. Therefore, they're in the best position to identify their own training needs.
Attitude Surveys. Attitude surveys completed by a supervisor's subordinates or by
customers or by both. , customer surveys can serve a dual role: providing information to
management about service and pinpointing employee deficiencies.

11. Things that can help for TNA identification
Context Analysis. An analysis of the business needs or other reasons the training
is desired. The important questions being answered by this analysis are who
decided that training should be conducted, why a training program is seen as the
recommended solution to a business problem, what the history of the
organization has been with regard to employee training and other management
interventions.
User Analysis. Analysis dealing with potential participants and instructors involved
in the process. The important questions being answered by this analysis are who
will receive the training and their level of existing knowledge on the subject, what
is their learning style, and who will conduct the training.
Work analysis. Analysis of the tasks being performed. This is an analysis of the job
and the requirements for performing the work. Also known as a task analysis or
job analysis, this analysis seeks to specify the main duties and skill level required.
This helps ensure that the training which is developed will include relevant links to
the content of the job.

12. Things that can help for TNA identification
Content Analysis. Analysis of documents, laws, procedures used on the job. This
analysis answers questions about what knowledge or information is used on this
job. This information comes from manuals, documents, or regulations. It is
important that the content of the training does not conflict or contradict job
requirements. An experienced worker can assist (as a subject matter expert) in
determining the appropriate content.
Training Suitability Analysis. Analysis of whether training is the desired solution.
Training is one of several solutions to employment problems. However, it may not
always be the best solution. It is important to determine if training will be
effective in its usage.
Cost-Benefit Analysis. Analysis of the return on investment (ROI) of training.
Effective training results in a return of value to the organization that is greater
than the initial investment to produce or administer the training.

13. THANK YOU AND
GOD BLESS

14. REFERENCES
Susan Jackson and Randal Schuler, Managing Human Resources : A Partnership
Perspective, South-Western Publishing
http://www.businessadmin101.com/employee_training_for_new_and_old_employe
es-shtml/
www.discoverima.org/survey
http://en.wikipedia.org/wiki/Training_needs_analysis
http://www.dirjournal.com/guides/how-to-conduct-a-training-needs-analysis/
http://ezinearticles.com/?The-Value-of-Annual-Re-Orientation&id=4160589