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) – 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

Capability Improvement

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