BACKGROUND OF THE STUDY 2
RESEARCH QUESTIONS 2
DISCUSSION ANALYSIS 5
IMPLICATION & RECOMMENDATION 7
• TIME MANAGEMENT WORKSHOP8
✓ PRACTICAL TIME MANAGEMENT + TEAM 8
✓ WORKSHOP OBJECTIVES 8
✓ PREWORK 10
✓ DETAILED OUTLINE 10
✓ METHODOLOGY 12
✓ COURSE MATERIALS 12
✓ ASSUMPTIONS AND EXCLUSIONS 13
✓ PROGRAM COST 13
✓ DELIVERY 14
✓ TRAINING EVALUATION FORM 15
Identifying training needs may not be at the heart of every organizations priority in present but developing staff during a recession when redundancies have been made ensures consistent performance and management from those left behind. When a person has been made redundant but the job has not, the tasks will need to be shared around those remaining. This may need further training to ensure that: 1) the tasks can be fitted into their day; 2) they are able to perform the extra tasks; and 3) they understand why these tasks have allocated to them.
Where the person and the job have been made redundant, nothing needs to be adapted. Those left behind will need coaching or counseling through the period after a round of large redundancies. Performances issues may arise, absence may increase and some will leave of their own accord.
Enhancing employees’ communication and customer service skills could help maintain customer base in organization. Customer comments are always a source of identifying training needs with comments and suggestions on how service could be improved.
Every organization with an appraisal system in place must ensure that the system is being used effectively and correctly. This is one area that managers can identify training and learning needs among their employees. Disciplinary hearings are another way identifying training needs if running disciplinary hearings for the same thing over and over it may indicate training need. This will save time on two accounts in which no more disciplinary hearings for that offence and training has been identified with no further investigation.
Identifying training needs will enable every organization to come out stronger with prepared employees to continue to grow and expand the organization. However, many training programs don’t yield the desired results. One reason is that they are usually launched without sufficient knowledge of where the gaps in employee skills exist. We find that a good way to pinpoint these learning needs is to conduct a Focus Group Discussion among employees and let them evaluate and estimate their skill level that must reach in order to be successful. An added advantage of this inclusive approach is that it heightens employees’ awareness of their learning needs and helps break down any resistance to learning new skills.
BACKGROUND OF STUDY
A Focus Group Discussion was conducted to keep the session on track while allowing participants to talk freely and spontaneously. All seven of the participants interviewed for this study are employees from Ministry of Science, Technology and Innovation (MOSTI). They are Research Officer Grade (Q41), working at Fund Section and responsible to manage completion of various tasks especially in managing funds. Participants were selected based on their familiarity with the discussion topic, their ability to speak the language spoken of the area, sensitivity to men and women, cultural sensitivity and respects each other. Before the focus group discussion begins, participants needed to obtain their background information such as their age, background education and working experience. During the discussion session, they are given the opportunities to participate and encouraged to talk to each other not necessarily to the...