By Ken Columbia
Special to Newspapers & Technology
Taking
time to truly understand work requirements and design task-specific,
performance-based training that lets people “master by doing” is a best practice
for a reason: This type of training works.
But
content-based training also plays an important role in longer-term employee
development efforts.
While
performance-based training typically focuses on narrower tasks, such as how to
check for defects on a roll of newsprint or complete a specific form or process,
content-based training often covers more complex topics, such as how to
effectively manage employee performance.
Coupled
together, content- and performance-based training is a 1-2 training punch that
helps newspapers build more bench strength over time and meet the needs of
diverse learners. While an employee is learning to perform specific tasks
applicable to today’s production jobs, she or he can also get big-picture
information for future development through content-based training.
Familiarity issues
Keep in
mind that some learners strongly prefer the content-based approach. This is the
way they’ve grown up. Some have performance anxiety, or wish to think through a
procedure thoroughly before attempting to perform discrete tasks. Blending both
methods develops competency, intellectual flexibility and increases overall
training effectiveness.
Regardless of the approach taken, you must define competency outcomes more
precisely than just “technical skills.” A much-needed tool in this process is
the needs analysis (see below).
As a
manager, the first step is to produce a realistic, thoughtful list detailing
your employees’ specific needs. Without carefully examining your needs, you get
training only for the sake of training, or programs that don’t properly prepare
your employees or your organization.
If you
don’t know what it is going to take, you won’t be able to deliver training
opportunities to prepare your learners for those challenges.
After you
develop your list and identify available resources, you can create a training
program designed to match the method and type of training to the needed
outcomes.
Underpinning training with a needs analysis ensures that you will see real value
for the time and money you spend. Think of a needs analysis as a blueprint or
roadmap.
2
types of data key
The
analysis should bring together two types of information: the job description and
information about the individual employee. In other words, take a look at what
it takes to effectively perform a job and consider if the individual has what it
takes to carry it out.
The best
way to collect this data is to use a special form designed to highlight the
individual training needs for a specific job. There are other ways of collecting
this data, including performance appraisals, but you should be aware that the
information might no longer be relevant, accurate or up-to-date.
In this
regard, it may take some extra time to work with your HR department to ensure
you’re using accurate data.
To make
it relevant and effective, a needs-analysis form should document a set of ideal
performance benchmarks for the person. These benchmarks should spring from your
requirements analysis of the specific job. That way, you’ll know what to expect
once the employee is fully trained. You can also think about it this way: You’ll
have documentation of the employee’s expected performance level.
The
following form was developed for a specific organization to show whether a
training request was a legitimate one. The information contained in it can be
modified to fit your newspaper’s unique requirements. It can also serve as a
mini-tutorial for managers that need to learn how to conduct a training-needs
analysis.
Training
needs form
Requester:
Position:
Department:
Business/Functional Unit:
Date:
Contact
Person:
Training
Requested:
Questionnaire to be filled out by Requester before submitting training course
request.
1.What
business goals/objectives will this training support?
2. How
does it support the newspaper’s business goals/objectives?
3. How
critical is this course for job performance?
Critical
Highly critical
Required
Good
to have
4. What
will participants be able to do differently (skills, knowledge, competencies) or
know that they can’t do or don’t know now?
5. Do any
of your employees currently have the requested skills/knowledge/competencies?
Yes
No
Explanation, if applicable:
6. How
soon after training will employees make use of the skills/knowledge/competencies
gained through this course?
Immediately
1 month
2 to 3 months
More than 3 months
7.
Approximately what percentage of working time will be spent on tasks that
require the skills/knowledge/competencies from the training course? __ Percent
8. How
soon is this training required? (Please indicate time frame.)
1st quarter fiscal year
2nd quarter fiscal year
3rd quarter fiscal year
4th quarter fiscal year
9. Can
alternatives be used in place of a training course?
Yes
No
Explanation:
10. What
alternative methods can be used in lieu of training?
11. Who
needs this course? (e.g., press operators, inserters, maintenance technicians,
etc.)
12. What
other business units or functional areas could benefit from this type of
training?
13. How
many people will require this training?
Immediately?
Over the next 12 months?
Over the next two years?
Over the next three years?
14. Who
(internal employee(s) or vendors) will be providing the training?
15. Is
your department willing to incur the full cost of the training if no other
departments are able to be involved in the course?
Yes
No
16. What
is the expectation for the cost of the course? $______
17. Who
is the technical-liaison/subject-matter expert for the training course?
18. What
classroom setup is required?
Classroom style
Square
Other
Training materials required?
What computer operating system is required, if any?
What are the minimum standards?
Will software have to be loaded? What kind?
If you checked “other,” please explain:
Ken Columbia is the Newspaper Association of America’s director
of industry staff development. He can be reached via e-mail at
coluk@naa.org.
