Organisation Analysis 1. Analyse the clients behind the training request (see also the tool on client system): - Who initiated
- Who supports (finances, sanctions, monitors, wishes to attend)
- Who does not support
2. Determine the major problems: - Discrepancies between mission and strategy versus input and output
- Relate problems to systems, structures, staff, management and culture
3. Determine the basic parts (see Mintzberg matrix) to improve. Are they in the: - Primary process ('operating core')
- Support
- Development ('techno-structure')
- Co-ordination and middle management
- Strategic competencies
4. Agree on the target group for improving performance: - Level: higher management, middle management, staff
- Which departments
- Which type of functions/disciplines
Task analysis: Identify performance discrepancies 1. Determine task elements: - What is the required task of the target group for training
- What are the task elements (operational, managerial)
2. Define the required level of performance (in view of the organisation strategy) 3. Determine present level of performance 4. Determine the performance discrepancies Determine Training Needs 1. Determine and address non-competency gaps that have - External (institutional) causes and
- Internal (organisational) causes. For example ineffective or unclear strategies, tasks, processes, styles and culture (see staff conditions algorithm)
2. Determine the competency gaps (in knowledge, skills, attitude and values) - What knowledge, skills and attitudes are related to the performance discrepancies (the task elements to improve)
- What are the relevant and significant differences with present level
3. Decide how to bridge the gaps: |  |