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Learning/Training Needs Analysis

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Robyn-Lee Constance

on 22 April 2015

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Transcript of Learning/Training Needs Analysis

Training Needs Analysis
Introduction
What is a Training Needs Analysis
Who is Shoprite?
Digging deeper...

Shortcomings/Best Practices
Recommendations/Conclusions
Training Needs Analysis within HRM
Training Needs Analysis within Shoprite
No formal regulations and procedures
Return on investment and benefit - employee, the department and whole organization
WSP is mandatory for protected jobs
WSP is most commonly found within stores
Circulate a list to department heads and managers
Department heads or managers must decide what candidates and what courses/workshops.
Specialized skills: outsourced facilitator is used
Basis skills: taught by in-house facilitators.
Measure the benefit according to the Groups minimum standards

Factors of production in Scientific Management period (1900's) -> dependable resources in the Human
Resource Approach (1970’s)

CORRECT:
people, time, skills, position

Linking activities to the goals and objectives of the organization
Bridge gap between where the organization is and where they ultimately want to be

Workplace Skills Plan
Required by The Skills Development Act and the Skills Development Levies Act
Outlining the training and development for one year
Benefits:
what skills are required,
insight into what talent the organization currently has, as well as
return on investment

Under the guidance of Whitey Basson (CEO), Shoprite Holdings Ltd. has become a colossus in the South African retail industry
2014 total turnover increased by 10.5% which led to Shoprite, for the first time ever, exceeding the
R100
billion mark
Shoprite Holdings Ltd. increased corporate stores from 1166 in 2010 to 1581 in 2015
Shoprite Expanding
Implication of Expansion
Expansion and growth requires sufficient resources, so that growth can be sustainable
Necessary structures and resources need to be in place to ensure Shoprite sustains their business activities
Labour, critical resource
Shoprite acknowledge that the correct employees need to be attracted and provided with relevant training
Important for sustainability
Shoprite employ's 123 100 people and created 11 762 new positions in the Group in 2014

Employment is only half the battle
Employees need to receive the necessary training to ensure they achieve the required job outcomes
Shoprite approaches training in such a way that it adds as much value, financial and non-financial, to employees as possible
The Group is one of the largest contributors to skills development in South Africa

Training
Ensure effective training and allocation of resources needed for training analysis - what type of training would most benefit employees and the company?
Ensure the effective allocation of time and resources in terms of training = training needs analysis
TNA = systematic way of determining the training needs of employees according to goals and needs of the company
A systematic needs assessment can guide and serve as the basis for the design, development, delivery, and evaluation of the companies training program by specifying key features for the implementation and evaluation of training programs.

Training Needs Analysis
1. Is the proposed training viable for he job? Predict the effectiveness of the training.
Practical example: training to negotiate and chair a disciplinary hearing in one year.

2. Training fees. Most training providers are flexible in establishing a price, especially where a long-term relationship exists with the company.
Practical example: negotiate a lower price by sending more employees on the training.

“What is good for the company? What will get the job done?”

COMPARE worth of the training VS actual costs.
3. Sending the right people. Send people who can influence the whole department. Maximizes value of actual training.

4. Establishing a date/time. Are employees and training providers available? Documentation is very important. Ensure that you keep record of who actually attended the training.
Practical example: use your own facilities to extends degree of control and minimizes cost.


5. Legitimacy of training provider? New training providers frequently approach companies.
Practical example: request VAT number, ensure SETA accreditation, internal standard rate for training fees (compare).

Potential risks...
Employees might leave organization

Diversity and specialization of occupations within the company complicates task of establishing learning needs
With a 10.5% growth in turnover and a 35.6% growth in the number of stores in 2014, Shoprite is one of the largest retailers in Africa
11762 created new positions in 2014
Shoprite has 95.9% black representation of its 123100 employees. Shoprite effectively utilises the black African labour market.
Factors Contributing to Success
Shortcomings
NO formal training needs analysis
Conclusion
Without a formal training needs analysis policy, Shoprite run the risk of widening the gap between the strategic goals, objectives and the training and development needs of the organization.
To understand the purpose we must investigate need for it
Identify shortcomings to fill the gap
Compare the shortcomings to desired outcomes
Identifying performance and compare to what should be
Allocation of resources to training
Identify whether training increases an employee’s skills and knowledge
Use training to keep track of the changes in external environments
Maintain competitive advantage

Techniques for Conducting Needs Analysis
1. Individual interview
2. Questionnaire
3. Observation
4. Group Discussion
5. Documentation
Largest food retailer: 1649 corporate and 371 franchise outlets
15 countries across Africa and the Indian Ocean Islands
The entities within the Group that are spread all over Africa are:
Primary business is food retailing to consumers of all income levels
Key objective in Shoprite’s business model: controlling their supply chain
Serves as a mechanism to maintain low prices and high product availability from distribution centres
The strategy provides the Group with customer loyalty
Focus areas to achieve the strategy:
Inventory Management
Transport Optimisation
Operational Productivity
Store Processes
The supply chain consists of strategically placed distribution centres connecting the flow of products from vendors to stores where customers demands ultimately determines the flow of products
Centralised distribution is a competitive advantage that enables them to stabilise supply lines should supplier levels decline
DC’s operate 24hours a day, seven days a week
A National Team oversees the operations of the DC’s located in Port Elizabeth, Durban, Centurion and all eight located in the Western Cape. Each DC has its own Operations Manager, Financial Manager and Human Resource Manager
The Group is the first South African retailer to receive the ISO 9002 accreditation for export and import handling

Levels of Needs Analysis
1. Micro-level
2. Meso-level
3. Macro-level
e-learning curriculum
Provide training to a large group with a common goal

Contributes to consistency in learning and aids in providing training without the employees having to move locations
Full transcript