T&D APPENDIX
Nicola Spassov Bakardjiev • Chichester University • Student number: 1108696
1.1 Training need Analysis
Training Survey
CORPORATE
Analysis Of Strategic Plans
Performance And Development Review
GROUP
Analysis Of Human Resources Plan
Job And Role Analysis
INDIVIDUAL
1.2 Methods
TESCO
SIEMENS
Shadowing
Involves the employee to working alongside o colleague or manager, watching them to learn what to do.
Involves the employee to working alongside o colleague or manager, watching them to learn what to do.
Mentoring
Provide guidance and training for a new recruit . Often the mentor is a colleague, a fellow employee.
The trainee discusses problems and how to solve the, with a more experienced mentor or tutor.
Coaching
Providing feedback and support for staff to help them improve their performance in their role. The coacher is often a line manager but skills can also be found among colleagues.
Where the trainee does the job with encouragement and guidance from a more experienced member of staff.
Where employees have the opportunity to move into difJob rotation ferent departments for a short time and acquire new skills across different business activities.
Where employees have the opportunity to move into different departments for a short time and acquire new skills in each. This broadens their skills across different business activities.
1.3 Trainning gap
What is Corporate or function results. Knowledge and skills possessed. Actual performance or individuals.
TRAINING GAP
What should be Corporate or function standarts. Knowledge and skills required. Target or standarts of performance.
1.4 The conclusion of Tesco’s Development Plan
Recruitment
Tranining
On the training job
Off theTranining job
Competence
Staff retention
Resignation
Expectatory theory
Performance Managment and
Leadership
cost reduction
Manangmer
development plan
Opening new stores
1.5 Conclusion of Siemens development plan.
Talents
Tranining
On the training Off theTranining job
cost reduction
job
Competence
Recruitment
Performance Managment and
Retirement, Resignation
development plan
Talent Hunters
Filling the gap
Staff retention
1.6 Options in training delivery
Approach
TESCO
SIEMENS
External trining course Internal course workshop Self learning via multimedia package
Profesional organizations or Tesco trained staff.
Sistem Comercial Academy(SCA) Apprenticeships (internal/external)
Small group coaching
Tesco N/A
N/A
Through first line managers Trough senior colleges or senior colleges
Action learning
N/A
N/A
One-to-one coaching
N/A
N/A
Just-in-timetrining
N/A
N/A
Key features 1.Generic subjects 2. Not tailored. 1. Some tailoring. 2. Large Groups 1. Tailored. 2.Practices/thinking based 1. Higly tailored. 2. Case study based. 3. Short frquent session 1. Higly tailored. 2.Focused on live bussines situations. 3.Short, frequent sessions 1.Focused on life bussines situations. 2.time-consuming,but rewarding for both parties 1.highly tailored to immediate needs. 2. Small group or individuals. 3. Use of action lear ning or coaching. 4. Short, frequent session
Likely impact on delivery bussines
TESCO
SIEMENS
LOW
In use
In use
LOW+
In use
In use
MEDIUM
HIGH
Not mentioned Not mentioned
In use
In use
HIGH
VERY HIGH
Not mentioned Not mentioned
VERY HIGH
Not mentioned Not mentioned