Training and development

Part 3

Analyze the data you have collected and identify one or more training needs for the organization. Be sure to fully justify your recommendations and link your recommendations to the organization’s business goals.

The data collected must be viewed in terms of the initial intent of the project. Care must be taken to evaluate the data for what they portray. Insufficient analysis or understanding of data, as well as reading more into data than what they actually portray, are equally ineffective activities.

Part 4 

Creating a developmental strategy is the objective of the investigative segment of the project. The strategy may include the following.

1. Training Sessions

a. Traditional classroom

b. Simulations

c. Self-managed strategies

d. Opportunity to perform

2. Career management systems

a. Self-assessment programs

b. Mentoring systems

c. Action planning

3. Organizational development intervention activities

a. Team building

b. Intergroup activities

c. Survey feedback activities

d. Education and training activities

e. Structural activities

f. Process consultation

g. Blake-Mouton grid activities

h. Third-party peacemaking

i. Coaching and counseling

j. Career planning

k. Goal setting

4. System redesign

a. Search conferences

b. Confrontation meetings

c. Strategic planning meetings

Part 5 

The fifth section of the Course Project is conducting a cost-benefit analysis. Training costs must be evaluated against anticipated results. This will only be palatable if, in the initial assessment, specific behaviors and processes and their impacts on the performance of the organization were determined. If so, conducting this final analytical segment should be possible.

Part 6

Once you have completed the training, how will you know whether it has been successful? There are a variety of ways to evaluate training and development programs. Clearly identify the specific outcomes you expect from the project. Then develop a method of evaluating the effectiveness of your project.

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