To achieve its business objectives, an organisation needs people with the right skills and knowledge to be in place at the right time. The Training Plan describes how the organisation is going to achieve this. Creating an Organisational Training Plan: • Is an opportunity for the management team to step back and identify the skills and knowledge gaps in the organisation • Encourages the exploration of various options for training and development before deciding what to do • Enables the budget and resources required for training to be planned and allocated during the business planning cycle • Captures strategic training requirements in a single document as a point of reference for everyone.
An Organisational Training Plan is a document created by the senior team that explains what strategic training the organisation needs to do and how it will do it. It does not address maintenance training, or personal development, both of which can be picked up at team level or through the appraisal system. Strategic training is any training and development of people that is required to enable the organisation to achieve its objectives. Maintenance training is the routine training that an organisation carries out to meet its legal requirements and operate smoothly. For example: first aid skills or basic IT. Personal development is developing individuals so that they fulfil their longer-term career potential in the organisation.
Key steps in developing an Organisational Training Plan
Consider the following questions as you develop your plan: 1. Have you developed a vision? 2. What are your organisational objectives? 3. Are the objectives SMART? 4. How do the various groups in the organisation help achieve these? 5. Have you involved people and representative groups in the development? 6. Does each group have the skills and knowledge it needs? 7. What training and development do you need to do? 8. How will you evaluate its effectiveness? 9. Do you know how the impact will be measured?
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1. Organisational objectives
An essential starting point is an understanding of the organisational objectives. This can be in the form of a Business Plan, or at its simplest, a set of SMART objectives.
2. How do the various groups in the organisation help achieve the organisation’s objectives? Start by identifying how each of the teams, departments or occupational areas in your organisation contributes to your organisational objectives. CBX is a medium sized software company that develops database management systems. It has 51 staff:
Sales & Marketing Director
Product Development Director
Customer Services Manager
Sales & Marketing (SM) 14 people Agent network
Product Development (PD) 14 people
Customer Services (CS) 12 people
Operations & Finance (OF) 6 people
Next year, CBX is planning two major business growth initiatives: • It is planning to release a new on-line version of its flagship product ‘Lab Manager’. The market for the existing version of Lab Manager is approaching saturation, and CBX believes that the new version will kick start demand again. Development is currently behind schedule. Product Development will build the on-line version, the Sales and Marketing team are preparing sales and marketing plans that include global product launches. Operations are involved in creating the new packaging, and the Customer Services team needs to tool itself up to support the new product. • It is extending its chain of sales agents to include the Middle East, Far East and Australia. The Sales and Marketing team are working with the newly appointed agents to create plans and sales literature. The Customer Services team will initially support the new agencies.
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