1. SOME OTHER CONSIDERATIONS You should consider the -Need/Expectations of Trainees *The trainees expectations should be identified before designing the program *Try to satisfy the trainees strongest needs as early as possible. -Must Know, Should Know, Could Know *Prioritize the information/skills that could be presented during the program into “must know, should know, could know.” *Present the should-know and could-know material only if time allows. -Building Blocks *Some skills or knowledge will have to be covered before other skills or knowledge can be presented and understood. -On-the-job-Sequence *When designing a program refer continually to the one-the job situation. *The trainer should “do or observe the trainee’s job and see what information and or materials the trainee gets.

2. -Activities * If you have given the trainees some theory - Test it! * If you have given them a skill-Practice it! -Principles of learning -The Interaction *There will be at least four major variables in a training program, that is the trainee, program structure, environment and trainer. *Problems to be anticipated. -The first-day syndrome *The trainees remember little of the early session presented to them, particularly during the first half of the first day. *Try to schedule a fair bit of activity during this time, preferably on should-know rather than must-know material. -The after-lunch session *Try to program activities or dynamic speakers *At all costs, avoid films in this time slot.

3. HOW TO DO TRAINING NEEDS ANALYSIS (TNA) -TNA is a three-stage procedure of *Surveillance *Investigation *Analysis -Surveillance *You should regularly review the vital data of your organization. *See that summary documents with a state-of-the- organization theme are automatically circulated to you. *Have an up-to-date and broad picture of what is happening to the total organization. *Look for areas of performance problems and training opportunities. *Maintain informal contacts with individuals throughout the organization. *Keep informed about all current policies, targets, and standards relating to work performance. -Investigation *Undertake an investigation if you suspect that you have discovered a performance gap or if management requests training or if management seems to think that a training need may be present.

4. -There are many data-gathering techniques *Observation: personal, filmed *Interviews: individual, group *Questionnaires: checklists, rating scales *Diaries (records of activities) *Work samples *Performance appraisals *Organization and methods studies: work studies *Psychological tests. -Analysis * Organization Analysis - This includes a statement of objectives and policies at organization, department, and section levels, as well as analyses of the human resources available and of the organization climate. * Operations (job) analysis - This analysis specifies standards of job performance first, it then provides a breakdown of the job into component tasks and investigates ways of performing those tasks.

5. - Person analysis * We measure current level of performance and diagnose requirements (if any) to bring performance to standard.

6. PROBLEM OF TNA -Rewards -Time -Selling TNA -Timeliness -Cause and Effect

7. SUMMARY -Training needs analysis is a critical part of the training process. -The TNA objective is twofold: to collect and evaluate information in order to find out what is being done now and what should be done now and later. - We have no set procedure for performing a TNA, but the activities fall into three stages

8. CREATING THE SESSION PLAN Advantages of a Session Plan -Reminds you of the content of the session. -Helps you to keep “on course.” -Shows you where to pick up and continue the session, if you deviate from the planned session. -Helps you to “time” the session-and to finish on time. -Indicates what visual aids you need to present a particular point as well as when you need them. How to Write a Session Plan Steps 1: Grade the Content - What the trainees must know -What the trainee should know -What the trainee could know Steps 2: Arrange the Content - Identifying the current knowledge of the trainees -Presenting the new information in easily “digested” steps. -Moving from the “known” to the “unknown.” When the “known” becomes “known,” move on to the next “unknown.”

9. Steps 3: Select Resources - Select basic resources, such as the training room, projector, and charts. Steps 4: Select Training Techniques - Decide which training technique (telling, questioning, role-playing) is best for demonstrating each point within each logical step. Steps 5: Estimate Time - Estimate how much time each part of your presentation will need. -Check to be sure that the sum of these times does not exceed the total time allowed for the session. -You can revise the estimated times after a dry run and/or each actual presentation of the session.

10. HOW TO ORGANIZE A SESSION PLAN -Write in the title of the training program. -Then give the session objective. -List the visual aids you will use, as you can then do a quick check just before the session to ensure that you have all the resources you need. -Use four columns: Time, Modus Operandi, Main Points and Details. - Time - When you are preparing the session, calculate times by starting at 0 minutes. - Modus Operandi - Specify how you intend to get your material across to the trainees. - Main points - The basic entries in this column would be the stages of the session that is: introduction, body, and conclusion, each with its sub-headings. - Details - Here you include everything to be said or done in the session.

11. SUMMARY -A session plan is like a road map. -It reminds you where you want to go and how you have decided to get there. -Session plans are also useful for planning time.