Training and Supervision

Formal and informal methods
Lou,

In my experience the formal way of recognising training needs is:

Roles have competencies associated with them – all performance evaluation (both on the job and at appraisal) should rate a performer’s level against these competencies – a gap is identified and a plan of training to raise the performance to the exemplar level is made.

And in reality…a manager may assess whether a performer needs to get better at something and passes his ideas to the Training or HR departments who then collate all similar needs together and a generic training workshop results which may or may not do the trick.

May sound cynical but in the larger companies I have worked in it seems to be that the closer you get to the operational need the better idea you get of the training required and how the need was assessed. The further you get from the operational need the less clear the need is and how it was recognised!

One Response

Simon Derry says:

March 9, 2006 at 11:55 am

Formal and informal methods
Lou,

In my experience the formal way of recognising training needs is:

Roles have competencies associated with them – all performance evaluation (both on the job and at appraisal) should rate a performer’s level against these competencies – a gap is identified and a plan of training to raise the performance to the exemplar level is made.

And in reality…a manager may assess whether a performer needs to get better at something and passes his ideas to the Training or HR departments who then collate all similar needs together and a generic training workshop results which may or may not do the trick.

May sound cynical but in the larger companies I have worked in it seems to be that the closer you get to the operational need the better idea you get of the training required and how the need was assessed. The further you get from the operational need the less clear the need is and how it was recognised!