Analyze your employee performance, identify performance gaps then determine which gaps can be improved through training. Sherry Coker, OTC Center for Workforce Development Business Development Director provides guidance to navigate the process. Go to workforce.otc.edu/bootcamp/ for more information.
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- - How do you know when training is worth the investment?
This is where relating performance gaps to strategic business outcomes and results provides you with the metrics you'll need to show success of your training initiative.
I'm Sherry Coker with the OTC Center for Workforce Development, and I'm gonna share with you some tips on how to do just this.
At this point, you've collected a lot of data from your training needs assessment and analysis. We're gonna use that data to explore causal factors to performance.
Now, there are three factors affecting performance: factors external to the organization, internal to the organization, and those internal to the individual. Now as you can probably guess, the first two have absolutely nothing to do with training.
What we're trying to do is to isolate those factors that relate to the knowledge, skills and abilities of the individual, so they can perform at their highest level. Now, to identify possible conclusions on why performance isn't where it should be, let's use a gaps map that outlines your business need, your desired performance and the current state of performance.
From this gaps map, we can then share the factors that can be addressed through training to affect individual performance. Now as you use this gaps map to detail what's currently happening with what should be happening, you'll be identifying all factors affecting performance, but specifically those that can be affected through training.
Don't forget, for more detailed information, you can go to our website, download our white paper on this topic. And if you're not training to performance outcomes, you're not gonna know whether training and other solutions you're employing are working to achieve your goals.
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