As more firms prepare to compete in the global market due to the recent shift towards greater global competition and the increase of multinational firms more emphasis is placed on the need of training and development. (Hill, C. W. L: 2011). Organisations need to close the gap between itself and its competitors and thus require the highest level of efficiency from all its employees. In South Africa, organisations are faced with rapid transformations due to value systems, increased local and international competition, new technologies, participative management and the changing socio-economic environment (Eramus et al, 2009). For this reason the Skills Development Act was introduced in 1998 giving rise to the Skills Development Levies Act in 1999 (Siyayaskills). The main purpose of both acts are to ensure the development of skills within the South African workforce through training and development. This is achieved by employers paying a 1% levy of their total wage bill, payable to SARS, for the training and development of people within South Africa. In 2008, South African organisations spent an average of 3.43% of their payroll on training highlighting that South African associations are beginning to appreciate the importance and impact that training and development has on the companies. “Training is the way in which an organization uses a systematic process to modify the knowledge, skills and behaviour of employees that will enable it to achieve its objectives.’ (Eramus et al, 2009: p 2)
The process of developing a training and development essentially comprises of four phases namely the needs assessment phase, design phase, implementation phase and the evaluation phase. Sparhawk’s High Impact training model includes 6 phases while remaining within the above four phases as illustrated below (Otrlepp, 2012):
Needs Assessment Phase
Evaluation Phase Design Phase
When asked to develop and implement a two-day training course on selection skills for 10 of TeleTech these essential four phases were closely followed to ensure the effectiveness and success of the course. TeleTech is a small KZN-based company that develops software for organisations on the telecommunications industry. With exciting new opportunities arising for TeleTech CEO Jo Peters has decided to embark on a staff expansion drive in order to meet the increase in demand for its goods and services. The key factor, therefore, to TeleTech success lies in the recruitment and selection of its staff.
It is vital for organisations to employ the right person for the right job. This will not only ensure the efficiency of the employee in that job but also creates a good employee and organization elationship ans thus reduces employee turnover. However, employing the incorrect employee for the job proves too be disastrous. Not only is it costly but is hinders the smooth running of the business and hence the growth of the business. For this reason, Jo Peters has identify the shortage of selection knowledge and skill in the 10 managers and has rightfully requested the use our services as training and development consultants.
THE NEEDS PHASE
The first step in planning a training and development course is to identify the learners’ needs. “Training should consistently be based on needs, defined as gaps or discrepancies between the way things are and the way things ought to be” (Eramus et al,2009 :p125). Therefore it is vital to first establish what the specific needs are before training commences to ensure that the training programme does in fact help to close or reduce this gap. Training needs assessment can be defined as ‘the process of discovering precisely what gaps exists between what people know, do or feel, and what they should know, do or feel in order to perform competently’ (Eramus et al,2009 :p125)....