As the year begins the training team should consider various things in conjunction with the Skills Development Facilitator (SDF) where possible, before we get the year started by looking at the following points:
• What training has already taken place per division, per department, and as per the training plan in 2022?
• Do we have the required data to make such an analysis?
• Have we done a Return on Investment (ROI) measurement per learning event?
• Who were the service providers, and do we have an updated list of these providers?
• What are the feedback and reports, we would have received from our staff (who attended training) and service providers?
• Have all the training bills been paid per service provider?
• How many and which training has not taken place due to certain circumstances?
• What are the burning issues we are carrying over in 2023?
• What percentage of training was done in-house vs outsourced providers?
• What training is still critical or a priority before the company’s financial year is over?
• Is there a need for a revised skills audit?
• What training needs to be completed BEFORE we prepare the annual training report (ATR) for the Sector Educational Training Authority (SETA)?
• Are we using the same service providers?
• Are we sourcing new service providers, if so when will the tender documents be placed on the website or advertised?
• Are we approaching training range, delivery method, and types of products differently?
• How effective have the following programs been effective for the organisation – Learnerships, Internships, Bursary Schemes, Staff-Loan based learning schemes (Study Loan) and Scholarships?
• Are we going to review our current in-house facilitation of training model per learning intervention?
• Will all or some learning interventions require assessments?
• How much money has been spent for the previous year and what is the remaining sum, or have we overspent?
• How do we motivate additional funds?
• If we have sufficient funds, how are we going to utilize them?
• Are we going to spend funds for developing in-house training products that are credit-bearing, Fit-for-Purpose, Just-in-Time, Continuous Professional Development (CPD), non-credit-bearing, or unaccredited training?
• Are we expanding our training team?
• Are we going to relook at our current job roles and output per team member?
• How is the workload going to be shared going forward or will it remain the as per stand job practice?
• Are you still applying the existing L&D competency model (Identify training needs, Design, Develop & Deliver solutions, Monitor and Evaluate Performance, Review) for your team?
• Are going to adopt virtual, distance, self-tutoring, self-paced learning, and e-learning but monitored approaches going forward, due to workload and changing business model?
• Are we going to change the department model of how we operate by looking at Standard Operating Practices (SOP)?
• Do we have to review our L&D policies or do have to write further policies to strengthen certain practices?
Written by Naren Vassan