Approach & Consultation
- Personal visit from our CEO to conduct initial Audit
- Design personalised training for all agreed aspects of your business
- JaeBow will negotiate and manage the training process
- Complete Project management & delivery of Organisational Systems
- Ongoing support for agreed period of time
- Expertise in an array of industry sectors, from business modelling to specialising in organisational development & Training Needs Annalysis.
The Organisational Development Strategy was based upon the following principles:
- Learning is a managed process.
- Every employee is a learner.
- Every supervisor is a teacher (people developer, mentor, coach).
- Continuous learning is required.
- Advancement is voluntary.
Program initiatives include:
- Updating position descriptions to include job specific technical competencies, complemented by a uniform leadership competency model.
- Using position descriptions and the leadership competency model to conduct individual assessments.
- Using assessment feedback to assist in creating individual development plans that are written by the employee and approved by the supervisor.
- Developing a mentoring program to facilitate continuous learning for employees that want advancement opportunities.
- Establishing program measurements at the individual and organizational levels.
Training & Skills Development
- JaeBow will develop a training philosophy for your business
- Include Assessment & training strategy for existing workers
- Address lack of skills & knowledge & bring them into alignment with new procedures
- Train & assess all aspects of the business
- Practical assessment to evaluate current skill level of workers
- Identify & further develop current skill level of workers to be able to deliver training on site.
- Provide Instructional Design advice for the development and delivery of current and future training programs.
TRAINING NEEDS ANALYSIS (TNA)
Training Needs Analysis (TNA) – also known as a gap needs analysis – identifies skills/competency gaps by isolating the difference in and between current and future skills/competency. This is achieved by collecting both qualitative and quantitative data for analysis. Business case for a TNA:
- Significant employer or small employer?
- Dynamic and complex economic, legislative and contractual environment
- Challenges with shift in demographics and age profile
- Industry and policy directions (national, state, local)
- Strategic and business plan, new project, site, facility
- Problems attracting, recruiting and retaining staff
- Increase workforce productivity, quality, skills shortages, occupational health and safety, risk
- Example of good practice and meeting the increasing level of client expectations
- Evidence based approach for capability, tenders and proposals
Starting points for a TNA:
- Performance problems
- Introduction of a new system or processes
- Automatic , irrelevant or habitual training e.g. compliance based (stay in business training)
- Significant change/opportunity and need to define capability
Different methodologies for a TNA:
- Person analysis – profiling individuals
- Job analysis – profiling jobs, option: triangulation with 3 profiles per job role
- Organisation analysis, option: sample across the organisation – job role based
- Bottom up, problem based or profiling against a [future] skills/competency framework
Enable participants to develop relevant knowledge to apply to the advanced skills taught. This knowledge will also assist them to interpret information, to apply known solutions to a variety of predictable problems