Training and Learning Needs Analysis and Evaluation

Training And Learning Needs Analysis (TLNA) And Evaluation Course Objectives By the end of the programme, you will: 1. Recognise the dynamic nature of change and its associated learning needs 2. Understand the relationship between LNA, performance management and strategy 3. Implement a dynamic Learning Needs Assessment 4. Build evaluation methodology into the analysis phase, in particular using the return on expectations measure 5. Develop basic coaching and consulting skills to work with your operational managers 6. Collect and analyse data to explore all its possible implications 7. Recognise how to build the learning interventions that deliver real results Organised by:

8. Build improved evaluation methods for events and department performance

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27 – 31 October 2013 Grand Hyatt Hotel, Doha, Qatar Follow us on: www.twitter.com/iirmiddleeast www.facebook.com/iirmiddleeast www.youtube.com/iirmiddleeast

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Course Overview As organisations are forced to make continual change a core function of their activities, they are drawn to two parallel activities – leadership and learning. Both need to be effective to have a successful organisation. And continual change reduces the opportunity to deliver the kind of static training and development programmes that personify many organisations.

The George Washington University School of Business, IIR Middle East’s Academic Partner, is dedicated to excellence: in its teaching and research about management, in the public and private sectors, within the United States and internationally.

The school has a 75 year history of preparing men and women for leadership in both the public and private sectors. Known internationally for its dedication to academic excellence, the school draws students from all parts of the United States and around the world.

Beyond first class teaching and scholarship, the school’s faculty offers practical experience in the issues and challenges confronting business and government. Its research centres link faculty and students with US and international business and government organisations. Recent distance learning initiatives have expanded the school’s global reach.

Course Requirements And Certificates Delegates must meet two criteria to be eligible for an IIRME/ GW Certificate of Completion for a course: 1. Satisfactory attendance – delegates must attend all sessions of the course. Delegates who miss more than 2 hours of the course sessions will not be eligible to sit the course assessment.

2. Successful completion of the course assessment.

Delegates who do not meet these criteria will receive an IIRME Certificate of Attendance. If delegates have not attended all sessions, the Certificate will clearly state the number of hours attended.

Meet Your Course Expert Director Ian Thomson is a business builder with more than 30 years of practical experience in international business. He is proactive in implementing leading edge change to regenerate businesses to align them with their continually changing markets. He works specifically with organisations in media, engineering, financial services, oil and gas and utilities.

Ian has an MA in economics and finance and a diploma in training management. He is a chartered accountant, a Fellow of the Chartered Management Institute, Fellow of the Institute of Leadership and Management and Member of the British Institute of Learning and Development. He is a certified master coach, recognised by the International Coaching Council and a master practitioner of NeuroLinguistic Programming.

He is Chief Executive of Leadership International Limited which he formed in 1997 having previously worked as a financial controller, project manager and change consultant. His company provides change consultancy, leadership training and executive coaching in the UK and partners with a leadership development company in Malaysia and the Far East. Ian has extensive experience creating and delivering leadership programmes in more than 30 countries, working with clients such as Astra Zenica, Petronas Malaysia, Royal Bank of Scotland, and Unilever.

In the broader field of developing people and organisations, he uses his membership of the American Society of Training and Development to research new themes in HRD and design and deliver a broad spectrum of training and development programmes.

He has spent more than 25 years visiting the Middle East and has worked in the UAE, Egypt, Kuwait, Oman, Qatar and Saudi Arabia.

Provision of learning opportunities is an expensive but potentially powerful tool for personal and organisational development. For it to be effective, it must be aligned to business needs. The first step in this process is recognising when learning is required: this comes from a variety of sources not least of which is strategy, change programmes and performance improvements. This critical function is often carried out without sufficient thought being given to its purpose, its outcomes and the evaluation of its results.

The latest models help us to align learning with organisational needs. Both Kirkpatrick and Phillips have equally robust models which take to these critical questions: • Level 4 – What is the business outcome/expectation that results from an intervention?

• Level 3 – What behaviours will they need in the business to deliver the change?

• Level 2 – What do individuals need to learn to be able to deliver these behaviours on a consistent basis?

• Level 1 – How will we create learning events that will be attractive to the individuals and ensure their alignment with the organisation’s needs?

Accordingly, the learning team needs to have a good knowledge of the business and its changing needs, a good understanding of how, why, where and when people learn best, and a range of skills from consultancy to course design and evaluation.

The programme will help you to develop in your role as a learning professional by understanding the entire learning cycle, from start to finish, and building knowledge and skills specifically in the areas of learning needs analysis, delivery and evaluation.

Because evaluation methodology is integrated with the definition of the learning needs, the evaluation becomes significantly easier to measure. The new measure of Return on Expectation replaces the Return on Investment and is defined by the organisation before the learning is undertaken. Like any KPI, it is much easier to identify and easy to measure.

Road Map IIRME offers three programmes for Learning and Development Professionals, make sure you choose the one that is right for you:

Chief Learning Officer For senior learning professionals, this programme is set in the world of strategy – aligning the corporate and learning strategies to deliver significant added value.

This masterclass creates the environment in which to develop their value proposition and the learning strategy.

Training And Learning Needs Analysis (TLNA) And Evaluation With a minimum of two years’ experience in the Learning function, this program extends the learning away from the coordination role into a consulting role supporting business managers to make positive change.

Certificate In Training Coordination The programme is for new and recently appointed training officers, training coordinators and HR professionals responsible for training and development.

T: +971 4 335 2437 F: +971 4 335 2438 E: register@iirme.com W: www.iirme.com/tlna

Training And Learning Needs Analysis (TLNA) And Evaluation 27 – 31 October 2013 • Grand Hyatt Hotel, Doha, Qatar Course Timings Registration and coffee will be at 08:00 on Day One. The course will commence at 08:30 and conclude at 14:30 with lunch.

There will be refreshment breaks at approximately 10:30 and 12:30.

Course Outline Day One Building Foundations • Welcome and introductions • Putting learning into an organisational context - Strategy and continuous change Video and exercise - Incessant demand for learning • The basic building blocks - Learning and performance paradigms - Building relationships across the key people who influence learning success – learner, operational manager, learning professional, designer/trainer and senior management - Installing the culture of people development - Creating a dynamic performance management process - Competencies and strengths • Linking learning to corporate effectiveness Exercise - The little chick hotel

Day Two Working With Operational Managers • Social styles questionnaire and video • The new Kirkpatrick 4-step model - Level 4 – Return on Expectations/business needs - Level 3 – Behaviours that deliver the change - Level 2 – The learning required to be competent in the new behaviours - Level 1 – Making learning unique to the Learners • Gaining commitment from the stakeholders with a clear agreement statement • Introducing a consulting model - Coaching client solutions with the GROW model • Video • The Coaching Game Exercise: Working with an operational manager The toolkit - critical incident analysis, Ishikawa diagrams, focus groups, surveys, 360˚ evaluations, psychometrics, Gilbert behavioural engineering model • Using both training and non-training options to deliver performance shifts • Negotiating clear learning objectives and measurement criteria with managers

Developing The Learning • The Kolb learning cycle • 15 rules of adult learning • Experiential learning • Blended learning • Gen Y learning

Day Four Learning Event Evaluation • Setting multiple level learning objectives and identifying the appropriate measurements Case studies • Bridging the learning into the organisation - Building meaningful commitment to learning success - Tools and techniques • Level 1 evaluation - Level 1 measures the reaction of learners to the programme.

Some 90% of companies measure at this level but typically the forms are simplistic and return no useful statistical data. This new method will change this - Level 2 measures learning in the classroom. While knowledge is relatively easy to measure through tests and skills measured by their application in well formatted events, soft skills are always a challenge

Day Five Measuring The Learning Function • Developing an evaluation strategy plan to implement and sustain evaluation in the organisation - Measurement of the learning department The real purpose of measuring training is to obtain actionable information for improvement of the learning process. This can be considered in the following dimensions: ◆ Programme effectiveness and alignment with business needs ◆ Programme design and delivery ◆ Programme efficiency ◆ Operational effectiveness ◆ Compliance ◆ Larger talent challenges

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Certification And programme Review

Would you like to run this course in-house?

Day Three Learning Needs Analysis • Review of Learning Needs Analysis methods • Behavioural competency frameworks and learning • Management and leadership learning • The 10-step Learning Needs Analysis process – bringing a dynamic approach to your work

The in-house training division of IIR Middle East Tel: +971 4 407 2624 • Email: CTS@iirme.com www.iirme.com/cts

T: +971 4 335 2437 F: +971 4 335 2438 E: register@iirme.com W: www.iirme.com/tlna

Training And Learning Needs Analysis (TLNA) And Evaluation 27 – 31 October 2013 • Grand Hyatt Hotel, Doha, Qatar FIVE WAYS TO REGISTER IIR Holdings Ltd. P.O Box 9428 Dubai, UAE

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www.iirme.com/tlna

DISCOUNTS AVAILABLE FOR 2 OR MORE PEOPLE CALL – +971 4 335 2483 E-MAIL – a.watts@iirme.com Event

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Course Fee Before 11 August 2013

Course Fee Before 1 September 2013

Final Fee

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US$ 4,650

US$ 4,950

Training And Learning Needs Analysis (TLNA) And Evaluation

WOULD YOU LIKE TO RUN THIS COURSE INͳHOUSE?

27 – 31 October 2013

Course fees include documentation, luncheon and refreshments. Delegates who attend all sessions will receive a Certificate of Attendance.

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Cancellation If you are unable to attend, a substitute delegate will be welcome in your place. Registrations cancelled more than 7 days before the Event are subject to a $200 administration charge.

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Event Venue: Grand Hyatt Hotel, Doha, Qatar Tel: +974 4448 1234 Accommodation Details We highly recommend you secure your room reservation at the earliest to avoid last minute inconvenience. You can contact the IIR Hospitality Desk for assistance on: Tel: +971 4 407 2693 Fax: +971 4 407 2517 Email: hospitality@iirme.com © Copyright I.I.R. HOLDINGS B.V.

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