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Are you achieving your training Goals?

Well, at Syncretic Training Group Pty Ltd we can help you make a good program become great. A training needs analysis requires a formal and informal approach all in one.

To ensure an effective and financially sustainable result, the organisation should first consider why a training needs analysis is a good idea!Let’s ask ourselves a few questions or make a few statements:

 +  Training can be expensive.

+  It takes employees away from the job at hand.

+  Productivity may be reduced.

+  Employee morale may be affected.

+  Maybe no ones really interested in training anyway.

+  What will our organisation get out of conducting training?

+  Cost is constantly increasing and training is just another one.

+  How do we get employees and managers excited about training?

+  How do we make sure we aren’t wasting our time and money?

+  How do we ‘really’ identify what our training priorities are?

+  There may be some legal and duty of care aspects to our training plans, so how do we prioritise.

+  Why conduct a training needs analysis?

Labor Intensive Training Needs Analysis:

A training needs analysis can be quite confusing and labour intensive. Coming up with a plan that is cost effective and provides real workable strategies is “hard”. There are probably very few other words that express the development pathway of a training needs analysis. It is hard and requires experienced workplace training managers.

 

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Personalized and holistic approach.

At Syncretic Training Group we provide not only a formal analysis but a very personalised and holistic approach. This may sound a bit out there, but the detail and a true understanding of how a business operates will produce workable solutions for you.

The formal analysis starts with the long and short term history of an organisations training. Thus, how training has been planned and conducted in the past.

Some of the data gathered during this phase are able to be used to find underlying opportunities that have been either forgotten or weren’t planned well initially.

Reinventing the wheel is not something we do:

We often get told, by organisations that, “we haven’t really kept a whole lot of information about our training”. Then after talking with managers at every level and often the accounts department the amount of data available is quite substantial.

Reinventing the wheel is not something we do. Probably, making the wheel work a whole lot better is the best description of our approach.

Training strategies should include knowledge and competencies that will increase productivity. Also, importantly ensure every employee, at every level, is safe and motivated.

To often the abilities and personal needs/desires of the workforce are forgotten about. We informally analyse the wants and needs of individuals and groups within an organisation. One important objective must always be to have trainees engage in what they are learning.

Quality of the training provider:

Quality of the training providers is key to imparting knowledge, so employees not only become competent at a given task but achieve proficiency in a relatively short time.

Whether training is completed in house or by an external provider their must be some quality control. Our methods of ensuring a level of quality are maintained can quite often identify good and bad aspects of a trainer or training organisation. Our approach is always in a progressive but respectful way.

+  Note: Our report includes an implementation plan and monthly mentoring for six months. We want it to work effectively for your company.

 

PSPGOV506A - Support workplace coaching and mentoring

 

 

 

stg-training-icon-steps-to-report  Step 1: Determine the Desired Business Outcomes:

Working with organisations leaders, we determine your desired training goals/objectives.
Following on from this we look at the current, established organizational goals and if they are linked to the current training pathways and outcomes.

stg-training-icon-steps-to-report  Step 2: Link Desired Business Outcomes With Employee Behavior

We interview, discuss and analyse what employees see as their training needs and wants and determine if they link into the company managers goals and objectives. It’s important at this stage to determine if there are cohesion and consistency in your approach to training across the organisation.

Without proceeding through this part of a training needs analysis its difficult to determine effective workable strategies later in the report.

stg-training-icon-steps-to-report  Step 3: Identify Trainable Competencies:

Not all training competencies are created equal. Some training may lead to skills acquisition and other requirements may be listed as ongoing skills maintenance. The approach to both is the same but the results and associated requirements can be quite different.

stg-training-icon-steps-to-report  Step 4: Evaluate Competencies:

The National Training Framework is well structured and provides planners with effective guides and pathways to excellent training needs analysis and thus training programs.

Even so, this part of the process is where experience is essential. If analysis of competencies does not include consultation with a person with substantial experience.

Strategies and implementation of programs will be incomplete and potentially inadequate. Resulting in a lack of engagement and potentially poor safety of employees.

stg-training-icon-steps-to-report  Step 5: Determine Performance Gaps

Gaps in skill levels can be significant and if left unfilled may cause problems throughout the company. Determining such gaps during the training needs analysis helps to start forming details for effective strategies and outcomes.

stg-training-icon-steps-to-report  Step 6: Prioritize Training Needs:

Always completed in consultation with key personnel.

stg-training-icon-steps-to-report  Step 7: Determine How to Train:

Always completed in consultation with key personnel.

stg-training-icon-steps-to-report  Step 8: Conduct a Cost-Benefit Analysis:

Always completed in consultation with key personnel.

stg-training-icon-steps-to-report  Step 9: Plan for Training Evaluation:

Complete a report and include a complete analysis of every step. Include enhanced strategies to maintain the quality of training.[/vc_column_text][vc_column_text]

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Program One:

we-travel-Australia-wide
Australia Wide

clock-icon-training-analysis  [Day 1]

Interview Managers and Employees – to determine objectives; current level of competency and potential skills gaps.

clock-icon-training-analysis  [Day 2]

Discuss objectives with Key Personnel who are responsible for training. Determine where and why the skills gaps. Brainstorm potential strategies and cost-benefit analysis.

 clock-icon-training-analysis  [Day 3]

Identify and evaluate training competency. Prioritize training requirements. Brief Senior management or their representative.

Single Site Location or up to two sites within 15 km of each other.

* Report handover and briefing will be completed within 14 days after the onsite analysis. This handover will be done at a location as determined by the client in the nearest Capital City or other location as agreed.

 

Program Two:

 

we-travel-Australia-wide
Australia Wide

clock-icon-training-analysis  [Day 1 & 2]

Interview Managers and Employees – to determine objectives; current level of competency and potential skills gaps.

clock-icon-training-analysis  [Day 3 & 4]

Discuss objectives with Key Personnel who are responsible for training. Determine where and why the skills gaps. Brainstorm potential strategies and cost-benefit analysis.

clock-icon-training-analysis  [Day 5]

Identify and evaluate training competency. Prioritize training requirements. Brief Senior management or their representative.

Analysis can include Multiple Site Locations – up to 4 sites within 20 km of each other

* Report handover and briefing will be within 14 days after the onsite analysis. This handover will be done at a location as determined by the client in the nearest Capital City or other location as agreed.

 

Program Three:

we-travel-Australia-wide
Australia Wide

clock-icon-training-analysis [Day 1, 2 & 3]

Interview Managers and Employees – to determine objectives; current level of competency and potential skills gaps.

clock-icon-training-analysis  [Day 4 & 5]

Discuss objectives with Key Personnel who are responsible for training. Determine where and why the skills gaps. Brainstorm potential strategies and cost-benefit analysis.

clock-icon-training-analysis  [Day 6 & 7]

Identify and evaluate training competency. Prioritize training requirements. Brief Senior management or their representative.

Analysis can include Multiple Site Locations – up to 6 sites within 100 km of each other.

* Report handover and briefing within 21 days after finishing the onsite analysis. This handover will be done at a location as agreed by the client.

 

Program Four:

we-travel-Australia-wide
Australia Wide

clock-icon-tna  [Day 1, 2, & 3]

Interview Managers and Employees – to determine objectives; current level of competency and potential skills gaps.

clock-icon-tna  [Day 4, 5, 6, 7 & 8]

Discuss objectives with Key Personnel who are responsible for training. Determine where and why the skills gaps. Brainstorm potential strategies and cost-benefit analysis.

clock-icon-tna  [Day 9 & 10]

Identify and evaluate training competency. Prioritize training requirements. Brief Senior management or their representative.

Analysis can include Multiple Site Locations – up to 10 sites within a single state.

* Report handover and briefing within 28 days after the onsite analysis. This handover will be completed at a location as agreed by the client.

 

We operate Australia Wide
We Operate Australia Wide

If you have over 2000 employees please call or send a response using the form below and we will discuss the options with you.

The process doesn’t change but the time frames for completion and cost may change a little  – depending on the number of employees and complexity of your business.