TrainingNeedsAnalysis

Contents

Page: 3 4 5 7 8 8 11 12 12 13 14 15 16 17 WhatisTraining/LearningNeedsAnalysis Organisationallevel Teamlevel Individuallevel TrusteesandVolunteers MethodsofMeetingLearningNeeds PrioritisingLearningNeeds EvaluationofTraining TheLearningandDevelopmentPlan ResourcesAdvice,supportandconsultancy ResourcesToolkits ResourcesWebsites ResourcesBooks Acknowledgements

Appendices:
Page: 18 21 22 24 25 Appendix1:IdentifyingandMeetingLearningNeeds:DiagnosticTool Appendix2:S.W.O.TAnalysistemplate Appendix3:CompetencebasedTNAAnalysis Appendix4:PersonalDevelopmentPlan Appendix5:Learning&DevelopmentPlan

WhatisTraining/LearningNeedsAnalysis(TNA)
Atraining/learningneedsanalysis(TNA)isareviewoflearninganddevelopmentneedsforstaff, volunteersandtrusteeswithininyourorganisation.Itconsiderstheskills,knowledgeand behavioursthatyourpeopleneed,andhowtodevelopthemeffectively. OrganisationalTNAshouldideallybeundertakenat3levels: Organisationallevel Team/departmentallevel Individuallevel Thesethreelevelsareinterlinked,andusingthisstructurewillhelpensureabalancedanalysisthat takesintoaccountthebigpictureaswellasthespecificneedsofindividuals. Methodsthatcanbeusedtoidentifylearningneedsinclude: Analysisofexistingstrategiesandplantoidentifywhatskillsareneededfordelivery Questionnairespaperbasedoronline Onetooneinterviews Focusgroupsfacilitatedsmallgroupdiscussionswitharepresentativesampleofpeople TheoutcomeofyourTNAshouldbearobustlearninganddevelopmentplan,basedonresearch andlinkedtoorganisational,teamandindividualobjectives. Someofthequestionsthatyoumightliketoaskbeforeundertakingananalysisoflearningneeds are: 1. Dowehaveastrategicandorganisationalplan? 2. Dowehaveanappraisalsysteminplace? 3. Doallstaffhaveanuptodatejobdescription? 4. Doallstaffhavewrittenobjectives? 5. Dowehaveacompetencyframeworkinplace? 6. Dowehaveatrainingstrategyand/orastatedcommitmenttothevalueoflearningand developmentforourstaff/volunteersandtrustees? 7. Dowehaveprocesses(formalandinformal)inplaceforeffectiveconsultationacrossthe organisation? Themorequestionsthatyoucanansweryesto,theeasieritwillbetoundertaketrainingneeds analysis.Theinformationinthissectionandthediagnostictemplate(seeAppendix1)willhelpyou inaccessingresourcestosupportyourTNAprocess.

OrganisationalLevel
Training/learningneedsanalysisatthislevelshouldstartwithareviewoftheorganisations strategicandoperationalplans. Wehaveaformalperformancemanagementprocesswhichincludesdevelopmentplanning thedevelopmentplansinformthetrainingneedsanalysis.Asdoesanystrategythatmay bringthecharitytoanewdirection/skillsetetcthatwefeelshouldbetrainedtoall. AlexandraHartley,DirectorofLearningandDevelopment,GOSHCC Ifyoudonotalreadyhaveastrategicplanningprocessinplace,itisrecommendedthatyoucarry outoneusingatoolsuchasaSWOTanalysis(seeAppendix2).Thislooksatthestrengths, weaknesses,opportunitiesandthreatsfacingyourorganisation. Themorepeoplethatyoucaninvolveinidentifyingthisdatathebetter:trustees,managers,staff andvolunteerscanallbringadifferentperspectiveandcontributetoadeeperanalysis. Onceyouhaveastrategicpictureoftheorganisationsobjectives,performanceandfuture direction,youcanreviewthisfromtheperspectiveoftheknowledge,skillsandbehavioursthatcan helpyourorganisationtobuildonitsstrengthsandaddressweaknesses. Strengths Howcanyoucapturethegoodpracticeandexpertisethatalreadyexists? Howcanyoubuildonthestrengths,skillsandknowledgealreadyintheorganisation? Weaknesses Whatskills,knowledgeorbehaviourscouldhelpaddresstheidentifiedweaknesses? Opportunities Whatskills,knowledgeorbehavioursthatcouldhelpyourorganisationmakethemostofthe availableopportunities? Threats Whatskills,knowledgeorbehaviourscouldhelpyourorganisationmanageandovercomethe identifiedthreats?

TeamLevel

Analysisoflearningneedsshouldalsobeundertakenatdepartment/teamlevel.Ifyouareinaline managementrole,thismeansreviewingtheskillsneedswithinyourteam,againsttheteamsown objectives. Itwillinvolvetakingintoaccountboththeneedsofindividuals,butalsoanythingthatcanhelpyour departmentorteamtoworktogetheraseffectivelyaspossible. Involvethepeoplewhoreallyknowaboutwhatsgoingonontheground. Thepeoplewhoaredeliveringservicesaretheoneswhocandecidewhatoutcomesare reallyneeded,andhelptodeterminelearningopportunitiesthatarefitforpurpose. DianaFarmer,HeadofTrainingandDevelopment,Rethink Akeytoolforidentifyinglearningneedsatthislevelareappraisalsorperformancereviews. Normallyundertakenannually,appraisalprovidesanopportunitytoreviewworkobjectivesforthe previousyear,andagreeobjectivesfortheyearahead.Thinkabouthowyoucansupportyourstaff (orvolunteersifappropriate)inidentifyinglearningneedsrelatedtotheseobjectives. SMARTObjective SMARTisawayofcheckingthatyourobjectivesareclear.Itappliestobothworkandlearning objectives. Specific: Youknowexactlywhatitisyouhavetodo Measurable: Thereisaclearwayofknowingwhenyouhavedoneit. Achievable: Itisachievablewithinyourreasonablecontrol Realistic: Itisarealisticgoalbearinginmindthetimeandtheresourcesavailable(doesntmeanitshouldnt stretchorchallengeyou!) Timebound: Thereisadateordeadlineforachievingtheobjective. Appraisalformdesignshouldincludeasectiondedicatedtolearninganddevelopment.Thiscanbe keptseparatefromotherareasoftheappraisalform,sothatinformationontrainingrequirements canbeincludedinthetraininganddevelopmentplan,withoutmakingconfidentialinformation fromtheappraisalavailabletowhoeverisworkingontheplan. MoreinformationonappraisalcanbefoundinNCVOsGoodGuidetoEmployment. Forsampleappraisalformsonline,havealookatVolResource,ACASandNCVOsfreeGoodGuide toEmploymentTemplates.

Relyingonanannualappraisaltoidentifylearningneedswillnotallowfortheflexibilityof addressingchallengesastheyarise,sothinkabouthowyoumightbuildinmorefrequentreviews, forexample,aspartofregularsupervisionsessions. YoumightalsoconsiderusingaCompetenceBasedTNADiagnostictool(see Appendix3)tohelpwithidentifyingjobrelatedlearningneeds.Thisexampleisdesignedfor volunteermanagersanddrawsontherelevantnationaloccupationalstandards,andyoucanadapt thisformatusinganyrelevantcompetencyframework. Skillsformanagers Inorderfortraining/learningneedsanalysistobeeffective,linemanagerswillneedtohavethe necessaryknowledgeandskillstoworkwithstaffand/orvolunteerstohelpthemidentifytheir needsandhowtomeetthem. Youmightconsiderusingacompetencyframeworkasabasisforjobdesign,appraisalandtraining needsanalysis.Competenciesarestatementsofeffectivebehaviourinmeetingaparticular outcome.Youcandevelopcompetenciesinternally,ordrawonexistingcompetenciesasastarting point. NationalOccupationalStandardsareagoodstartingpointforidentifyingcompetenciesfor particularroles.Theycanalsohelpindividualtoidentifycareerprogressionroutes. TheoccupationalstandardsforManagementandLeadershipcanbeastartingpointfordeveloping competenceinthewaymanagerssupportlearningwithintheirteams.Ofparticularrelevanceis UnitD7ProvideLearningOpportunitiesforColleagues.Managerscanalsobeinstrumentalin identifyingthebroaderskillsandknowledgeresourcebasethatexistswithintheorganisation. Peoplemaywellhaveknowledgeandskillsthatarenotfullydemonstratedwithintheircurrent jobs,butwhichcouldbeusedinotherwaysforexampleinmentoringnewmembersofstaff. Itmaybethatmanylearningneedscanbedealtwithonateamlevel,forexamplethrough cascadinginformationatteammeetings.However,thisismorelikelytobeeffectiveifittakesplace withinasystemandculturewhichmakesiteasyforpeopletoidentifyandaskforsupportfrom teammembers. Creatingalearningculture Alearningcultureisoneinwhichlearningisvaluedandisembeddedacrossanorganisation.It takestimeandcommitmenttoestablishalearningculture. Herearesomeofthewaysinwhichyoucanencourageandraiseawarenessofthevalueof learning: InvestorsinPeopleisaqualitystandardwhichencouragesgoodpracticeinthe developmentofpeopleacrossyourorganisation.Asanexternallyassessedstandard,IiPalso providesrecognitionofyourstrengthsinthisarea,aswellashelpingtoidentify developmentpoints.MoreinformationisavailablefromtheInvestorsinPeoplewebsiteor fromthepublicationNotforProfit,FullyProfessional. Leadershipifseniormanagementandlinemanagerscanappreciateandbecome enthusiasticaboutthevalueoflearninganddevelopmentforboththemselvesandothers,

thissetsthetonefortheorganisations.NCVOsgovernanceandleadershipteamcanhelp withforideasandopportunitiesforleadershipdevelopment Peoplelearnalotfromteachingothersencouragepeopletosharewhattheyknowwith othersinwriting,atteammeetings,atstaffconferencesandevents,informally GetinvolvedwithinitiativessuchasLearningatWorkdaywhichencouragepeopleto participateintastersessionsontopicswhichmaybeunrelatedtotheirdailywork.Seethe CampaignforLearningwebsiteforideas.

IndividualLevel
Appraisalandsupervisionmeetingsallowindividualstoreflectontheirownlearningneedsin relationtotheirworkobjectives.Whatadditionalskillsandlearningdotheyneedtoimprovewhat theydo? Itisimportanttotakeintoaccountpeoplescareerambitionsandpersonaldevelopment objectives.Withflatterorganisationalstructures,theremaynotbeendlessopportunitiestomove upthecareerladder,butpeopleareunlikelytoremainmotivatedifthereisnoprogressionor challengebuiltintotheirwork. However,thereisalsoaneedtoberealisticaboutwhatyoucanofferbywayofdevelopment opportunitiesandnottoraiseexpectationstoohigh. Ifyouareaskingforpeoplestrainingneeds,thenasanorganisationyouneedtobeableto meetthem,oratleastpartlymeetthem,relativelyquickly.Ifpeopleaskfortrainingand dontreceiveittheycangetdisenchantedanditaffectstheirviewoftraining ClaireKruse,TrainingandDevelopmentManager,NationalTrust Assessmenttoolssuchas360degreefeedbacksystemscanbehelpfulingettingamorerounded pictureofindividualperformance,andtheimpactthatpeoplearemakingatdifferentlevelswithin theorganisation. Identifyinglearningneedsatindividuallevelisnotjustaboutwhatneedstobelearnt,itisalso abouthowbesttodoit.Findouthowpeoplehaveenjoyedandbenefitedfromlearninginthepast. MoreinformationonlearningstylesvisittheCampaignforLearningwebsite. Somequestionstoaskforyourpersonaldevelopmentplan 1

1. 2. 3. 4. 5. 6. 7. 8.
1

Whatdoyouwanttogetfromyourwork? Whatareyourstrengths? Whatareaswouldyouliketoimprove? Wherewouldyoulikemoreresponsibility? Whatispreventingyoufromdevelopingasyouwouldlike? Whichinterestsortalentswouldyouliketodevelop? Howdoyouliketolearn? Whatskillsorexperiencewouldallowyoutofeelmoreconfidentatwork?

AdaptedfromPersonalDevelopmentPlans:www.businesslink.gov.uk.

Theoutcomeoftraining/learningneedsanalysisatanindividuallevelshouldbeaPersonal DevelopmentPlan(seeAppendix4)whichoutlinespersonallearningobjectives,linkingthemto theagreedworkobjectives.

TrusteesandVolunteers
OurBoardofManagementundertakeanannualskillsaudit,whichidentifiesgapsintheir knowledge,andweusethefirstpartofboardmeetingstocoveratopic,plusourannual boardresidential(weekendaway)tocoverafewtopicsinmoredepth.OurBoardhave committedtotheYMCAnationalguidanceinundertakingaminimumof12hourstraining perannum. NeilSherringham,DirectorofHumanResources,KingstonandWimbledonYMCA Theneedsoftrusteesandvolunteersshouldbeidentifiedandincludedinthetrainingplan,justas thoseofstaff.Therearevariousresourcesavailablewhichcanspecificallyhelpinthisarea: Trustees NCVOGovernanceandLeadershippublishtheGoodTrusteeGuide,whichcanbeaccessed alongsidevariousotherresourcesfortrusteesatwww.ncvovol.org.uk/governanceandleadership. Volunteers TheNationalOccupationalStandardsforManagementofVolunteerscontainssomerelevantunits youmightliketolookparticularlyatUnitD3Supportthedevelopmentofvolunteersknowledge, skillsandcompetence.

MethodsofmeetingLearningNeeds

Therearemanywaystomeetpeopleslearningneeds.Themethodsyouchoosetomeettheneeds willdependuponhowpeopleprefertolearn,thenumberofpeopleneedingtraining,andyour budget.Thinkalsoaboutanyspecialneedspeoplemayhaveandhowtosupportthem,sothatyour trainingisequallyaccessibletoallwhoneedit. Wedidalotofworkthisyeararoundincreasingourcommitmenttoequalityanddiversity makingsureallourvenues(internalandexternal)arefullyaccessible,askingclearer questionsarounddietaryrequirements,andarrangingdatessotheydontfallonreligiousor schoolholidays. EmmaMarshall,HRBusinessPartner,UnitedResponse Someofthemethodsyoucouldconsiderare: Inhousecourses Developingacoursetoberunonyourpremisesandtailoredtotheneedsofyourstaffand volunteers.Usefulifthetrainingneediswidespreadacrosstheorganisationorisquitespecificto yourneeds,forexampletrainingonanewsystemorprocess.

Youmightcommissionanexternaltrainertodevelopanddeliverthecourse,orasksomeonewith relevantexpertisewithintheorganisationtodeliverthetraining.Ifthelatter,youmightneedtoask whetherthereisaneedforsometrainthetrainertrainingtoensurethattheycancommunicate theirknowledgeeffectively. DetailsoftrainerswithvoluntarysectorexperiencecanbefoundthroughNAVCAs TrainersandConsultantsDirectorNCVOsConsultantsDirectory. Externaltrainingcourses Attendingexternaltrainingcourseshavetheadvantageofallowingyoutonetworkandlearnfrom peopleinotherorganisations.Thisnetworkingelementisoneofthereasonsclassroombased trainingremainssopopular.Externaltrainingcanbeexpensive,buttherearemanycourses availablethatarepricedataffordablelevelsforvoluntaryorganisations,sometimesonasliding scale.Goodstartingpointsforinformationonlocaltrainingarelocalinfrastructureorganisations. TheNAVCAwebsitecanprovideaccesstotheseorganisations. Conferencesandevents Conferencesareidealforgettinguptodatewithdevelopmentsandfornetworkingandlearning fromothers.Forinformationonsomeoftheeventsbeingrunwithinthevoluntarysector,trythe ImprovingSupportwebsitewhichprovidesinformationonconferencesandlearningeventsbeing runbytheNationalSupportServicesinareassuchasHRandEmploymentPractice,Volunteering, CampaigningandEqualityandDiversity. NationalVocationalQualifications(NVQs) Workbasedqualificationsareassessedbyprovidingevidenceofcompetence,basedonthe relevantNationalOccupationalStandards(NOS).Asadevelopmenttool,theycanhelpyouto reflectindetailoneveryaspectofyourjob,celebratingwhatyoudowell,andidentifying improvements.NVQsareavailableatdifferentlevels,fromentrylevelqualificationsthroughto seniormanagement.Insomesectors,suchassocialcare,NVQlevel2qualificationsaremandatory. Forpaidstaffwhodontalreadyhavealevel2qualification,fundedtrainingmaybeavailable throughtheTraintoGainbrokerageservice. Elearning/BlendedLearning Elearningisincreasinglybeingusedtosupplementtraditionalcourses.Withthedevelopmentsin technology,structuredElearningisbecomingmoresophisticatedandcanbetailoredtoindividual andsmallgroupsoflearners.Itcanbeusedtoprovidelargegroupsofpeoplewiththesame materialwhilststillallowindividualstolearnintheirowntime. Booksandjournals Sometimesthelearningneedcanbemetsimplybyreadingasuitablebookorbuyingan appropriatetoolkit.Wheretheneedistokeepuptodatewithcurrentdevelopments,ajournal subscriptionandallowingtimeforreadingaspartoftheworkingweekcanbeasimpleand effectivewaytokeeplearningcurrent.

Coaching Coachingconsistsofaseriesofstructuredonetomeetingsfocusedonimprovinganindividuals skillsandperformance,usuallyforthecurrentjob.Coachesseektobringanobjectiveperspective toastructureddialoguetohelpindividualsfindsolutionstoissuestheyarefacing. Sometimescoachesarehiredfromoutsidetheorganisation,butincreasinglyorganisationsexpect alllinemanagerstooperateascoaches,whichmayindicateatrainingneedatlinemanagement level.FormoreinformationvisittheCoachingandMentoringsectionofSkillsThirdSectors website:www.skillsthirdsector.org.uk/qualifications_learning/coaching_mentoring_befriending/. Mentoring Typicallymentorswillbeexperiencedmanagers(butnotindividuals'linemanagers)whoregularly meetmorejuniorcolleaguestohelpthemperformbetteranddevelopthemforcareer advancement.Formoreseniormanagers,outsidementorsmaysometimesbehired.Inthe voluntarysector,organisationssuchasACEVOoperateschemestoputseniorstaffintouchwith suitablementors.FormoreinformationvisittheMentoringandBefriendingFoundationswebsite atwww.mandbf.org.uk. Shadowing Shadowinginvolvesspendingashortperiodtimewithsomeoneinadifferentjobeitherwithin yourownorganisationorexternally.Thismightincludesittinginonmeetings,observinghowdayto daytasksaredone.Shadowingcanbeusefulaspartofaninductionwhenyoushadowmore experiencedstaff.Itcanalsobeusedasadevelopmentopportunitywherebothpartiescanlearn fromeachother,asbeingshadowedcanhelpyoureviewthewaysinwhichyouhabituallywork. Secondments Asecondmentallowsanindividualtotakeonadifferentroleinadifferentpartoftheorganisation (orinanotherorganisation)forasetperiodoftimeusuallyafewmonths.Thismightbeafull timesecondmentfromyourexistingjob,orparttimewhileyouretainsomeofyourexisting responsibilities.Theseopportunitiescanbevaluableinhelpinganindividuallearnaboutdifferent waysofdoingthings. ActionLearning ActionLearningisaformoflearningbydoing.Itinvolvesworkinginsmallgroupsofaround68 peoplemeetingonaregularbasis,workingthroughrealproblemswiththesupportofthegroup. Drawingontheskillsoflisteningandquestioning,thismethodhelpsyoutoreachsolutionsand committotakingaction.MoreinformationisavailableontheCIPDwebsite.

Prioritisinglearningneeds
Onceyouhaveidentifiedlearningneedsacrosstheorganisation,theyneedtobeanalysedand prioritised. Areastoconsiderwhenprioritising: Whatimpactwilldevelopingtheseskillshaveonourperformance? Whatwouldbethecost/benefitofinvestingindevelopingtheseskills? Whichskillsneedsarethemostimportanttoourlongtermsuccess? Whichskillsneedsarethemosturgent? Cost/benefitanalysismeansassessingthepotentialcostsoflearninganddevelopmentactivity againstthepotentialgainsinaquantifiableway.Makingthecaseforthevalueoflearning interventionstodecisionmakersandfundersforinvestmentintrainingisstrengthenedbya cost/benefitsanalysis.Potentialgainsmightinclude: reducedturnoverandsavingsonrecruitmentcosts higherskilllevelsleadingtomoreefficiencyandfewererrors reducedriskofaccidentsorbreachesoflegislativerequirements highermoraleandlevelsofmotivation impactonfundraisingcapacitythroughahigherskillsbase improvementstothequalityofyourserviceandreputation sustainabilityandsuccessionplanning Ofcourse,trainingorlearninginterventionswillnotalwaysbetheappropriatesolutionfor organisationalissues,andtheprocessofundertakingaTNAandacost/benefitanalysisislikelyto highlightareaswhereothersolutionsarerequired.

Evaluationoflearning
Itisimportanttoconsiderevaluationoflearninganddevelopmentactivitiesattheplanningstage andbuildthisintoyourTNA.Strongevaluationwillhelpinplanningfuturetrainingandlearning activitythathasshownitselftobeeffective.ThewidelyusedKirkpatrickmodelidentifiesfourlevels ofevaluation: Level1Reaction Thisaskslearnershowtheyfeltaboutthelearningexperience.Itisusuallyassessedbymeansofa courseevaluationquestionnaireorhappysheet.Therearealternativestoquestionnairefor exampleyoucouldendatrainingsessionbyaskingpeopletojotdownanswersonpostitnotes,for example:whatIliked?Whatcouldbeimproved?WhatIlearnt?WhatelsedoIneedtolearnabout thesubject?Thesecanthenbecollatedonaflipchart.

Level2Learning Thiswillassesswhathasactuallybeenlearnt.Soifthelearningobjectivewassomeessentialhealth andsafetyinformation,thiscouldbetestedwithaquiz.Ifitwastheabilitytoperformaparticular tasksuchasproducingaspreadsheetorchairingameeting,thiscouldbetestedandobservedin theworkplace. Level3Behaviour Thislooksattheeffectthelearninginterventionhasonanindividualsbehaviourintheirjob.This couldbeassessedbyreviewingchangesinknowledge,skillsandcompetenceaspartofthe supervisionandappraisalprocess. Level4Results Thislooksattheimpactofthelearningonorganisationalperformanceasawhole.Ifthelearning objectivesareclearlylinkedtoorganisationalobjectives,thendatalinkinglearningtoorganisational changeswillbeeasiertoobtainandanalyse. Directlylinkinglearninganddevelopmentactivitytooverallperformanceisnotalwayseasytodo. However,ifyoucarryoutsomethinglikeaSWOTanalysisonanannualbasis,trendscanbe assessedovertime.

TheLearningandDevelopmentPlan
Onceyouhavereviewedthedatagatheredatorganisational,teamandindividuallevel,bringthis togetherintoalearninganddevelopmentplan(seeAppendix5). Theplanshouldnotonlyidentifythelearningrequirementswithintheorganisation,butshould prioritisethemandsetoutthewaysinwhichtherequirementscanbemet,theresourcesneeded, thetimescale,andthewayinwhichthelearningwillbeevaluated.

Resourcesadvice,supportandconsultancy
TraintoGain(forpaidstaffandvolunteers) www.traintogain.gov.uk TraintoGainisanindependentskillsbrokerageserviceforEnglandfundedbytheLearningand SkillsCouncil.Theserviceincludesafreetrainingneedsconsultancysession.Yourbrokerwillthen researchachoiceoftrainingoptionstomeetyouneeds.Theserviceiscurrentlyonlyavailablefor paidstaff. TraintoGainalsooffersaccesstosomefreetraining,specificallyforindividualswithoutanexisting level2qualification.Theycanalsohelpyouaccesslowcostorsubsidisedtrainingopportunitiesin yourarea,whereavailable.BrokersoperateregionallyandtheTraintoGainwebsiteoffersa matchingservicetoaregionalskillsbrokerwhospecialisesinthevoluntaryandcommunitysector. WehadtotrainourcareworkersuptoNVQlevel2,becauseofgovernmentlegislation. Traintogainwasgreatbecauseabrokercameintotalktusaboutwhatweneeded,and thensearchedfortherightcourseforus,atthebestpossiblecost.Timeisatapremium here,soitwasgreattohaveaservicethatsavedusalotoftimeandeffort ChristineFell TheSalvationArmy,RookstoneCareHome VolunteerCentres(forvolunteers) www.volunteering.org.uk VolunteerCentresareanetworkoflocalinfrastructureorganisationsacrossEngland. Theycanoffergoodpracticeadviceonhowtosupportanddevelopyourvolunteers. ContactdetailsforyourlocalvolunteercentrecanbefoundviatheVolunteeringEnglandwebsite. CranfieldTrust www.cranfieldtrust.org CranfieldTrustoffersfreeprojectconsultancytosmallandmediumsizedcharitiesinvolvedin addressingissuesofpoverty,disabilityorsocialexclusion.CranfieldTrustdrawsonaregisterof highlyqualifiedvolunteersfromthecommercialsectorwhogivetheirtimetoactasfree consultants.TheseincludeHRspecialistsandCIPDmembers,andthescopeoftheirHRproject consultancyincludesclassicTNA.CranfieldTrustalsorunsafreeinternetadviceservice,HRNet. NCVOConsultancy www.ncvovol.org.uk NCVOprovidespecialistconsultancyaroundHRandEmploymentPractice,contact LaiHarCheungformoreinformation.NCVOalsopublishaDirectoryofApprovedConsultants, whichcanbeviewedontheirwebsite.

ResourcesToolkits
AssessingVoluntaryExperiences FreedownloadabletoolkitfromtheInstituteforVolunteeringResearch.Toolstohelpvolunteers reflectontheirvolunteeringexperienceandtheirlearningneeds. Downloadthetoolkithere(.pdf). Guidetothedevelopmentofeducationandtrainingusingnationaloccupationalstandards(Skills forJustice) Aimedatthejusticesector,thispracticalguidecanbedownloadedfromtheSkillsForJustice website. SkillsforCareWorkforcePlanningGuide http://www.skillsforcare.org.uk/workforce_strategy/InLAWS/Workforceplanningguide.aspx Aguidespecificallyaimedatsocialcareemployers. SuccessfulWorkforceDevelopmentPlanningAGuide(SkillsActive) www.skillsactive.com ThistoolkitforthesportandrecreationsectorisavailableonCDROM.Itcontainseditable templatesandformstohelpwithidentifytrainingneeds.FreetoSkillsActivemembers. ToolsfortomorrowApracticalguidetostrategicplanningforvoluntaryorganisations,NCVO http://www.ncvovol.org.uk/productsservices/publications/toolstomorrow Toolkitincludescasestudiesandworksheetscoveringarangeofplanningactivitieswithrelevance tostaffdevelopment,includingSWOTanalysis,internalhealthchecks,costbenefitanalysis, performancemanagementandoutcomeassessment. WorkforceWheel http://www.ncvovol.org.uk/workforcewheel TheWorkforceWheelisatoolthattakesanoutcomesapproachtoallaspectsofpeople management.TheWheelisfreeandeasytouseandaimstohelpvoluntaryandcommunity organisationsunderstandwheretheywanttogettoastheygrowintotheirfullpotential.

ResourcesWebsites
Businesslink www.businesslink.gov.uk Theskillsandtrainingareaofthissideincludesastraightforwardguidetotraining,whichincludes informationonTNAandrelatedtopics. InvestorsinPeople www.investorsinpeople.co.uk Frameworkfordevelopingthepeoplewithinyourorganisation.TheIiPstandardoutlineswhatcan beexpectedintermsoflearninganddevelopmentactivityatdifferentlevelsofanorganisation.A summaryofthestandardisavailablefrom PeterHoneyLearningStylesQuestionnaires www.peterhoney.com Arangeofpaidforonlineandprintedquestionnairesandotherresourcestohelppeopleidentify andworkwiththeirpreferredlearningstyles. VolResourceManagingPeople www.volresource.org.uk/briefing/mng_peep.htm Conciseintroductiontomanagingpeopleandteams.Includessomeusefuladviceonappraisal, trainingandcreatinglearningorganisations.

ResourcesBooks
Learningneedsanalysisandevaluation FrancesBee,RolandBee,CIPD,2003 Authoritativetextbookstylebook,givingplentyofinformationonallstagesoftheprocess. Emphasisesbusinessneedsasthedrivingforceforlearningactivity.Coversidentifyingand specifyinglearningneeds,developingalearninganddevelopmentstrategyandplan;andevaluating thelearning.Thisbookisparticularlystrongonevaluationprocesseswithlotsofexamplesofhow toapproachevaluationatdifferentlevels. TrainingNeedsAnalysisPocketbook PaulDonovan&JohnTownsend,2004 ManagementPocketbooks Tipsandtechniquesfortrainingneedsanalysis.Concisestyleeasytodipinandoutforideas. Coversthetrainingneedsinvestigationprocess,informationonusingcompetenciesasa framework,ontransferoflearningbacktotheworkplaceandonevaluation.Includesa questionnaireonyourreadinessyouareforTNAwhichcanbeusedasastartingpointfor organisationsnewtotheprocess.

Acknowledgements

Thanksverymuchtothefollowingpeoplefortheirinputandadvice: DianaFarmer,Rethink AlexandraHartley,GOSHCC ZoeHookins,Prevista DavidJones,LVSC ClaireKruse,NationalTrust EmmaMarshall,UnitedResponse SharonMatthews,VSIPD LeanaMcEnteer,Prevista LindaMitchell NickiParker,GFSPlatform NeilSherringham,Kingston&WimbledonYMCA AmandaTincknell,CranfieldTrust MikeLloyd,Tyseley&GreetERC

Appendix1 DiagnosticTemplate:Identifyingandmeetinglearningneeds

Thisdiagnosticlooksattheorganisationalprocesseswhichcansupporttraining/learningneedsanalysis,andsignpoststoexternalresourcesthatcan helpwithfillinggaps.InformationandadditionalresourcesonthesevariousareascanalsobefoundwithinintheTNAsectionoftheSkillsThird SectorWebsite,www.skillsthirdsector.org.uk.

Resources

Question

Yes/No

Planning

Dowehaveastrategicand organisationalplan? Dowehaveatrainingstrategy and/orastatedcommitmentto thevalueoflearningand developmentforour staff/volunteersandtrustees?

Dowehaveatrainingbudget?

ToolsfortomorrowApracticalguidetostrategicplanningforvoluntaryorganisations,NCVO: www.ncvovol.org.uk/publications TrainingPolicyandStrategyCIPDFactsheet http://www.cipd.co.uk/subjects/training/trnstrgy/tngpolstrat.htm?IsSrchRes=1. Sampletrainingstrategiesandpoliciesfromvoluntaryorganisationsmayberequestedfreeof chargeviatheNCVOsHRBANK. http://www.ncvovol.org.uk/advicesupport/peoplehremployment/hrbank/hrbank FundingandCostingWorkforceandGovernanceDevelopmentwww.ncvovol.org.uk/publications NOSforTrusteesToolkit Downloadableresourcestohelptrusteesandmanagementcommitteemembersconsidertheir developmentneeds,drawingontherelevantnationaloccupationalstandards. www.ncvovol.org.uk/governanceandleadership. GoodGuidetoEmployment,NCVO www.ncvovol.org.uk/publications. NationalOccupationalStandards OccupationalcompetencyframeworkwhichcanunderpinjobdesignandHRprocesses. http://www.skillsthirdsector.org.uk/national_occupational_standards

Trustees

Dowehaveasysteminplacefor developingourtrustees?

Paidstaff

Dowehaveuptodatejob descriptionsandperson specificationsforallposts?

Istherearobustinduction processinplacefornewstaff?

GoodGuidetoEmployment,NCVO www.ncvovol.org.uk/publications.

Dowehaveanappraisalsystem inplace?

GoodGuidetoEmployment,NCVO:www.ncvovol.org.uk/publications VolResourceManagingPeople:www.volresource.org.uk/briefing/mng_peep.htm ACASdownloadableappraisaltemplates:www.acas.org.uk InvestorsinPeopleorganisationalframeworkfordevelopingpeople www.investorsinpeople.co.uk.

Dowewanttoworktowards externallyrecognisedgood practicestandardsinmanaging anddevelopingourpeople? Arelinemanagerscompetentin supportingthelearningand developmentoftheirstaff? Doweknowwheretoaccess relevanttrainingforourpaid staff? Doweevaluateourtraining?

ManagementandLeadershipStandardsDUnits www.managementstandards.org.uk. TraintoGain TraintoGainisanindependentskillsbrokerageservicewhichincludessomefreetrainingneeds consultancyandsignpostingservicetochoiceoftrainingoptions.www.traintogain.gov.uk. Learningneedsanalysisandevaluation FrancesBee,RolandBee,CIPD,2003 www.cipd.co.uk. NationalOccupationalStandardsforManagementofVolunteers www.skillsthirdsector.org.uk VolunteeringEnglandGoodPracticeBank http://www.volunteering.org.uk/Resources/goodpracticebank/index.htm.

Volunteers

Dowehaveroledescriptionsfor ourvolunteers?

Dowehaveasystemtosupport volunteersinidentifyingtheir learningneeds?

NationalOccupationalStandardsforManagementofVolunteers www.skillsthirdsector.org.uk. AssessingVoluntaryExperiencesInstituteofVolunteeringResearch Toolkittohelpvolunteersreflectontheirvolunteeringexperienceandtheirlearningneeds. www.ivr.org.uk. VolunteeringEnglandGoodPracticeBank www.volunteering.org.uk/Resources/goodpracticebank/index.htm. VolunteerCentres Adviceongoodpracticeinsupporting,inductinganddevelopingvolunteers www.volunteering.org.uk.

Subsectors

Weworkinthesportandleisure sector

Weworkinthejusticesector Weworkinthehealthsector

Weworkinthecaresector

SuccessfulWorkforceDevelopmentPlanningAGuide ToolkitavailableonCDROM.Itcontainseditabletemplatesandformstohelpwithidentify trainingneeds.www.skillsactive.com. SkillsForJusticesSkillsMark:www.skillsforjustice.com/skillsmark HealthCompetenceApplicationTools Onlinediagnostictoolsforidentifyingteamandindividualcompetencygapsinthehealthcare sector.www.skillsforhealth.org.uk. SkillsforCareWorkforcePlanningToolkit,2ndedition(2004) Includesatrainingneedanalysisguideandsometoolsandtemplates,includinganinduction matrixandanindividualtrainingplantemplate.www.skillsforcare.org.uk.

Appendix2 S.W.O.TAnalysistemplate

Strengths

Weaknesses

Opportunities

Threats

Appendix3 CompetenceBasedLearningNeedsAnalysis
Onewayofidentifyingindividuallearningneedsistotakeacompetenceframeworkthatcoversyour role,anduseittoidentifyspecificareaswhereyouwouldliketodevelopyouconfidenceandskill. Considereachiteminthelistbelowandthenticktheappropriatecolumnstoindicate: Theactivitiesthatyoucarryoutinthecourseofyourwork Theimportanceofeachactivitywithinyourworkresponsibilities:(isthisasignificantpartof yourrole?) Howconfidentyoufeelincarryingouttheactivities:(isthisanareainwhichyouwouldbenefit fromfurtherdevelopingyourknowledge,skillsandunderstanding?) Followthisbyareviewoflearningmethods,selectingthoseyouconsiderwouldbemosteffectivefor you. [NOTE:ThissampletemplatehasbeencompiledusingtheNationalOccupationalStandardsforthe ManagementofVolunteers,DUnits:Managinganddevelopingvolunteersandtheformatcanbe adaptedforanysuitablecompetencyframework] Name: Jobtitle: Date:
Isthispartofyourrole? Howimportantisthisinyourrole? Fairly important Not important Howwouldyourateyourconfidence inthisarea? Very Quite Not confident confident confident

Very important Managinganddevelopingvolunteers Managingtheinductionof volunteers Planning,organisingand monitoringtheworkof volunteers Leadingandmotivating volunteers Supportingthedevelopmentof volunteersknowledgeandskills Enablinglearningthrough demonstrationandinstruction Enablinggrouplearning Maintainingrecordsof volunteers Managingvolunteersexpenses Helpingaddressproblems affectingvolunteers

Appendix2continued Methodsofmeetinglearningneeds
Therearemanywaystomeetlearninganddevelopmentneeds.Whatlearningmethodswouldyoufind mosthelpfultosupportyourdevelopment? Inhousecourses Externaltrainingcourses NationalVocationalQualifications Elearning Blendedlearning Booksorjournals Coaching Mentoring Shadowing Secondment Actionlearning Otherpleaseindicate

Appendix4 PersonalDevelopmentPlan
EvaluationhowwillIknowlearninghasbeen successful Cost/budget Time

LearningObjectives (SMART)

LearningandDevelopment activities/methods

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Appendix5 LearningandDevelopmentPlan
Howwillthisbe evaluated? Cost Date

Organisational Objective

Knowledgeand skillsrequired

Learningand Whowill Development participate? activities/methods

25