Training Need Analysis
Deloitte.
The project entitled- Training Need Analysis at Deloitte was undertaken for the completion of the course- Learning and Development. The objective of the project was to gain in-depth knowledge in the area of need analysis.
Executive Summary
The project entitled ‘Training Need Analysis at Deloitte’ is undertaken for the completion of the course ‘Learning and Development’ under the guidance of our respected Prof. J K Jain. The objective of the project is to gain in-depth knowledge in the area of need analysis.
We wish to start our project by analyzing the JD and KSA of the following two designations:
1) Business technology analyst (BTA)
2) Management Trainee
In the next phase we will be conducting a survey based on our analysis to to find the Gap between the required knowledge of the parameter and the actual knowledge of the associated employees and recognize those parameters which should taken on priority to do the training.
In the next phase we will try to devise a training plan based on our understanding to fill this gap.
Addie Model
Project Objectives
The objectives of the project are as follows:
1. Analyze the JD and KSA
2. Evaluate the employee performance in the critical areas
3. Conduct need analysis to find out the following:
a. Individual Needs
b. Organizational Needs
c. Task Specific Needs
4. Do a gap analysis and come out with the requirements of the training program
Methodology
A multi-level need assessment to be carried out at the following levels to understand the requirements:
1. Organizational Assessment
2. Job Assessment
3. Individual Assessment
This methodology will help us in the following:
1. It focuses on the desired performance levels at organizational, departmental and individual levels
2. Difference between the desired and actual skill levels is determined
3. Cause and reasons behind the existing gaps are explored
Literature Review
Training and Development
Training and development is an essential function for any company in any industry across nations. The business scenario keeps changing requiring new skills. For this training is a key tool that helps in acquiring the required Knowledge, Skill and attitude. Training is given not only to improve the skills required to do the job efficiently but also to become an efficient organization citizen. It also helps to develop the following:
o Team Spirit
o Organizational culture
o Organization climate
o Healthy Work Environment
o Health and Safety
o Better Corporate Image
o Increased profitability
However, in order to able to effectively develop competencies, one needs to first identify the training needs, i.e. identify the areas in which training needs to be given. Only then can the process of training can be undertaken.
The step of training need analysis lends a clear goal and relevance to the training being provided. It is essential to the design of effective training. The purpose of training need analysis is:
1. To determine whether there is a gap between what is required for effective performance and present level of performance.
2. Determine whether resources required are available or not.
3. Plan the budget of the company, areas where training is required
4. Highlights the occasions where training might not be appropriate but requires alternate action
Training Need Assessment
With the changing paradigms globally and change in perception towards employees as knowledge workers, there is a need for organizations across industries to respond to the changes in the external environment, which is only possible with an empowered human capital. As a result, human resources have become human capital which needs investments and deployment in the best possible manner to get the maximum returns. While the systems, procedures etc. can be copied and re-deployed, but human resources cannot be.
Training need assessment is a tool utilized to identify what educational courses and training activities should be provided to employees to improve their work productivity. Prior to development of training module it is normal to conduct training need analysis to ensure that training addresses a clear need of associate. Measuring current technical competency baseline helps in assessing competency gaps and laying plan for competency development of associates.
The live project was undertaken keeping the following objectives in mind:
‘ How can the learning and development procedures can be designed more in line with the changing environment.
‘ To identify whether employees understand the values and importance of behavioral aspects in the organization.
‘ To gain an insight into what the employees feel about the current learning and development policy and what are the gaps.
‘ To perform training need analysis of employees.
Exploratory research was carried out by capturing detailed feedback to carry out improvements in the programs. And employees on the job are the best judge of the training requirements. So the employee feedback was captured using questionnaire
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Project Deliverables
1. Questionnaires used to do the training need assessment
2. Results of the survey (For Qualitative survey)
3. Results of the training need assessment process and the key improvement areas
Methodology
Ideally, for this step both quantitative (survey) and qualitative (interview) methods should be used for all levels. For top management, qualitative method is preferred.
Since we are conducting a need analysis for both middle and senior management, we have decided to use both quantitative and qualitative methods. The rationale behind this decision is:
1. It is the ideal way to conduct need analysis and will give the most accurate results.
2. Given the fact that some of the managers are not available at the office, face to face interview (the preferred mode for need analysis) will not be possible.
3. Keeping in mind the paucity of time and the large amount of time needed to interview all 300 managers by phone, a combination of both quantitative and qualitative method is the most efficient method available.
Initially, a questionnaire was prepared to be floated. We interviewed managers at the level of Business Technology Analysts and Management Trainees and conducted a survey.
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About Deloitte
Deloitte Touche Tohmatsu Limited commonly referred to as Deloitte, is one of the Big Four professional services firms along with PricewaterhouseCoopers (PwC), Ernst & Young, and KPMG.
Deloitte is the largest professional services network in the world by revenue and by the number of professionals. Deloitte provides audit, tax, consulting, enterprise risk and financial advisory services with more than 200,000 professionals in over 150 countries. In FY 2012’13, it earned a record $32.4 billion USD in revenues.
In 2012, it was reported that in the UK, Deloitte had the largest number of clients amongst FTSE 250 companies. Its global headquarters is located in New York City, United States
Deloitte ‘ Services
Deloitte member firms offer services in the following functions, with country-specific variations on their legal implementation (i. e. all operating within a single company or through separate legal entities operating as subsidiaries of an umbrella legal entity for the country).
Audit and Enterprise Risk Services: Provides the organization’s traditional accounting and audit services, as well as offerings in enterprise risk management, information security and privacy, data quality and integrity, project risk, business continuity management, internal auditing and IT control assurance.
Consulting: Assists clients by providing services in the areas of enterprise applications, technology integration, strategy & operations, human capital, and short-term outsourcing.
Financial Advisory: Provides corporate finance services to clients, including dispute, personal and commercial bankruptcy, forensics, e-discovery, document review, advisory, capital projects consulting and valuation services.
Tax: Helps clients increase their net asset value, undertake the transfer pricing and international tax activities of multinational companies, minimize their tax liabilities, implement tax computer systems, and provides advisory of tax implications of various business decisions.
Other Services: provides specialized services to clients in the fields of International Financial Reporting Standards (IFRS), clients with interest in China and Japan, and others.
Deloitte ‘ Learning & Development
Deloitte offers a wide range of services in learning and development. These range from developing customized programmes to ensuring that learning strategy and policy effectively match the organizational goals. In addition, they develop learning plans; provide advice on the most effective use of different learning methods and technologies and we can also implement them. They develop learning content and resources for multiplatform learning solutions, including classic and web-based training, serious games, mobile learning, social learning and performance support.
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Project
The very first step undertaken was to contact the key persons in the organization to gain support for our project. We approached Miss Anima Dabas, HR Head in Deloitte. She was more than elated to help us as the students of MDI have been doing training projects in her company for quite some time now.
She guided us through the Human Capital Career Development Model at Deloitte.
Key Decisions Points Along the Professional Journey
1. What industry and sector (if any) should I designate1?
2. Is the Specialist Track right for me2?
3. Which will be core to my Senior Manager Value Proposition: my Sector or my Service Area (HC)? My choice will designate my Focus Area3.
4. Am I a Principal track candidate or a Director track candidate?
The Human Capital Professional Journey
A Human Capital practitioner can navigate to one of three career destinations that culminates as either an invested owner of the Firm, an employee of the Firm leading large-scale complex engagements, or a highly eminent, deeply skilled practitioner. Durations assume a practitioner working at full capacity without a break in service and are exclusive of MCC profile modifications, LOAs, sabbaticals, etc.
Core Skills and level relevant questions
At each level, a practitioner should demonstrate and build upon existing core consulting skills*. They should also ask themselves questions that provoke a reflection on their personal and professional goals, a compatibility check of their personality against level expectations, and an analysis of current career trajectory against desired career path.
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Analysis of Job Description and KSA
Key Job Responsibilities:
‘ Work in project teams which may comprise of members across geographies
‘ Gather information through research and conduct analysis
‘ Derive insights and develop client recommendations
‘ Collaborate with subject matter experts to design solutions
‘ Design and develop training materials for Instructor Led Training (ILT), Web based Training (WBT), and virtual Instructor Led Training (vILT) based on the identified learning strategy and objectives
‘ Support client/stakeholder(s) with deployment of training materials
‘ Develop Talent and Organization Assessments, Competency Modeling
‘ Design and develop Change Management and Change Communication strategies for various situations like Technology Transformation, M&A and Organization Restructuring etc.
‘ Communicate and present to external and internal client as required
‘ Manage projects
General Expectations:
‘ Demonstrate excellent analytical skills and communication skills (written, verbal, & presentation).
‘ Ability to build networks within the organization.
‘ Be able to work independently and as part of a team with professionals at all levels.
‘ Be able to prioritize tasks, work on multiple assignments, and raise concerns/questions where appropriate.
‘ Interact with clients on regular basis through face to face interactions / video conferences / teleconferences / mails to understand the client processes and business problems.
‘ Suggest practical solutions and partner with clients to implement the solutions.
‘ Interact with clients’ SMEs.
‘ High energy with ability to deal with ambiguity
‘ Proficiency in MS Office, specifically MS Word and PowerPoint; basic knowledge of MS Excel is an advantage
Business Technology Analyst
Being an Analyst in the Human Capital practice is all about being the absolute best you can be. As a member of a Human Capital led team, you should seek to learn and try everything that you can about industry sectors, service line capabilities, tools, methodologies, and technology.
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Management role: Crafting Your Brand
The Manager level is where your development as a leader is solidified. It is here that that the experience of Analyst through Senior Consultant begins to come together into your personal brand. It is at the Manager level that your future path is designed and it is here that you should begin to get a feeling for which career destination may be right for you.
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Learning and Development at Deloitte
A culture of Continued Learning
‘ Culture of learning, coaching, and mentoring
‘ Invest in people, and support growth: world-class L & D programs
‘ U.S. India offices: more than 700,000 learning hours are delivered annually, through nearly 5,000 training programs
‘ Focus on enhancing the technical, industry, professional, and leadership competencies of their professionals
‘ Advanced learning methodologies: classroom learning, e-learning, assessments, coaching, mentoring, simulations, and action learning projects
Broad Categories of learning programs
‘ Induction programmes : Assist & ensure initial skills and knowledge
‘ Technical learning programmes : develop and maintain the skills required in their particular part of the business
‘ Behavioural skills training courses : develop the skills and confidence to perform effectively in the role
‘ Management & leadership development programmes : developing skills as a Manager & Leader
‘ E-learning a wide range of e-learning resources that support the development
‘ Professional qualifications programmes/further study : fully supported in achieving professional qualifications appropriate to the role
L&D at Deloitte US ‘ India
Communication Gym
‘ A growth accelerator,
‘ self-study labs and multi-media resource centres
‘ help professionals strengthen their skills in reading, writing, speaking and listening dimensions of professional interaction and communication skills required for success.
Education Programs
‘ Deloitte believe professional excellence requires focus, diverse experiences, and the ability to adapt
‘ The learning process and infrastructure extend significant learning opportunities for their practitioners across the globe.
New Hire Orientation
‘ All practitioners joining the Indian practice go through an exciting orientation program
‘ provides critical skills required to hit the road running.
‘ As part of the on-boarding process, the new hires will undergo detailed function-specific programs that add significant knowledge in areas such as health care, financial research and analysis, enterprise application training, and more.
Competency Building
‘ A number of skill and knowledge-building programs in both functional and technical areas are organized every month.
‘ opportunity to work with diverse clients and across industries in more than 140 countries,
‘ employees may be nominated to attend partner academies, seminars and international conferences
‘ This adds a global dimension to their career.
Professional Certification
‘ Deloitte offer opportunities to achieve professional certification from institutes and technology partners
‘ in specific function or service line
‘ to enhance employees’ skills and expand their knowledge base.
Global Learning Programs
The focus is to "empower talent with learning." Global learning programs are offered on an international, regional and country level to enable employees to:
‘ Become a successful manager and leader
‘ Gain experience on global projects and with global teams
‘ Learn 24/7 with access to robust online learning capabilities
‘ Build employees own networks of experts
‘ Be mentored and coached by deloitte’s most experienced practitioners
E-learning
‘ Over thousands hours of online courses
‘ in diverse areas of technology, finance, business management, project management,
‘ including Harvard Business School’s online education program, and CISCO and JAVA certification programs, etc., are available
‘ Numerous online books are also available for practitioners to upgrade their competencies in diverse areas
International Mobility Programs
‘ Deloitte recognize the value of having individuals with global skills
‘ They work to provide opportunities for people to develop through international experiences by working abroad
‘ Interested professionals are encouraged to apply for positions through the various international assignment programs the company offer.
The Deloitte Communication Excellence Program
‘ Deloitte believe that strong communications skills are a key for professional success.
‘ Their Communication Excellence (CE) program is designed to help build the skills needed for personal and career advancement
‘ The CE program initiates and supports development opportunities in many areas of communications effectiveness
‘ It provides personal attention, expert support, and a wide availability of learning materials, while providing a flexible, focused, and sustained means of skill development throughout one’s career.
Employee Motivation
Enterprise Gamification
‘ increase engagement levels among employees: Bring in visibility, openness and a system of rewards and recognition
‘ The Maverick is an in-house business case competition.
‘ It aims to create excitement and test tangential thinking among employees.
‘ Employees signed up in teams of five and are given a task every Friday evening. The teams would be back with results on Monday and upload their projects on the internal website for votes.
‘ The teams are also judged on content, creativity and leadership skills.
‘ Speed tracks career path and helps in potential appraisal.
Deloitte Leadership Academy
‘ Deloitte’s approach to program design rests on three simple, yet powerful principles
‘ focus on the development of combinations of strengths rather than addressing weaknesses
‘ Leadership development is best achieved through experience based, on-the-job learning.
‘ Emerging and experienced leaders need to be mentored, trained and given stretch opportunities in order to develop. via social learning, on-demand learning and career learning
‘ DLA is an innovative digital executive training program
‘ For more than 50,000 executives at more than 150 companies worldwide.
‘ Executive education program used to train clients and its own consultants
‘ Accessible online via web, mobile, and in-flight on airplanes.
‘ Lessons from some of the world’s best-known business schools and global leaders, such as Harvard Business Publishing, Stanford and IMD.
‘ Enables to develop management and leadership skills
‘ Connects them within a community of business leaders.
‘ Certifications from top business schools, blog entries and interviews by industry leaders, webinars and special events,
Leader boards
It ranks the users based usage of Deloitte’s 12 development areas. Users compete to become the
expert for a topic
Predictable badges
Can be earned when a user completes a specific set of controllable actions (such as completing all
courses within a competency or completing their monthly learning plan)
Random variable rewards
It involves rewarding users with badges for completing a largely unknown set of activities). This will
provide users with badges without them expecting to receive them.
Women Initiative Leadership Learning (WILL)
‘ The Deloitte Women’s Initiative for Leadership Learning (WILL): no-cost, facilitated mentoring program
‘ Connects women with established careers to women new to the workforce.
‘ Members gain exclusive access to unique personal mentoring opportunities, networking and learning events, and a comprehensive website with content on issues of relevance to both established and emerging female business leaders.
‘ With this program, women WILL build a legacy of professional and personal support to next generation of female leadership
Women Initiative for Retention and Advancement (WIN)
‘ The focus, was on improving retention: women were recruited in numbers proportional to the number of males: But they were leaving at a higher rate than men.
‘ Gender gap in turnover was costing the firm hundreds of millions of dollars in training and lost resources: it was weakening the pool of women partner candidates
‘ 1993: Began WIN, its initiative for the advancement and retention of women.
‘ Beginning of a culture of flexibility at Deloitte.
Working Mother Initiative
‘ More than 169,000 women were hired last year: Deloitte is among this year’s 100 Best Companies which offer family-driven programs and benefits that far outpace their competitors.
‘ For the last 16 consecutive years Deloitte have been selected as best working mother company.
‘ Working mothers are among their most valued colleagues, adding respected perspectives that are appreciated within Deloitte.
Mass Career Customization
‘ MCC was designed at Deloitte
‘ To facilitate from a progression from corporate ladder to corporate lattice structure
‘ Extends notion of mass product customization to careers in workplace
‘ It is individually customized scalable system designed to align workplace needs with today’s non traditional workforce
‘ It meets the challenges of the major long-term trends affecting talent market
Framework
‘ MCC framework lay out a definite set of options along each of the four core dimensions of a career
‘ Pace, Workload, Location/Schedule and Role
‘ The four dimensions are defined in generic terms but organizations can tailor the dimensions of MCC to align with their business structures
‘ The employees and their managers partner to customize their careers by selecting the option along each of the four dimensions that most closely matches the employee career objectives keeping in mind their life and the needs of the business at a given point in time
‘ PACE: Refers to how an employee is expected to progress to increasing levels of responsibility and authority.
‘ WORKLOAD: Quantity of work performed, typically measured in units of hours or days per week, pay cycle, or month.
‘ LOCATION/SCHEDULE: Where (location) and when (schedule) work gets done.
‘ ROLE: Refers to the category of an employee’s position, job description and responsibilities.
The Corporate Ladder is giving way to a Corporate Lattice model
At Deloitte we aim to help our clients and our people excel, and therefore we link the Firm’s future to the growth of its people by supporting their continuous learning and development. Therefore all members of Deloitte take on a Professional Qualification and also participate in a range of global, regional as well as locally organised training programs throughout their careers with us.
Furthermore the significance that Deloitte places on the training and development of its Professional Staff is apparent from the long and outstanding record of Deloitte employees’ accomplishments in all Professional Qualifications schemes.
Deloitte is granted the ‘Approved Employer status’ by the ACCA, in all streams:
‘ Trainee Development Stream
‘ Practicing Certificate Stream
‘ Professional Development Stream (Continuing Professional Development)
Flow of the Project
Assessing the Training needs
We decided to both Qualitative and Quantitative Study for doing training need analysis
Survey: For finding the training parameter on which we should do the training on
Interview: Depth with which the training has to be imparted
Survey Form
Skill Mapping and Training Needs Analysis:
To help us better plan for trainings and make them more relevant to you we would like you to please fill in this simple form mentioning your current skills and trainings you would like to attend.
Associate Name:
Employee ID: Job Position:
Q1. What are three most important technical skills required for your job?
S.No Skills (In decreasing order of priority)
1
2
3
Q2. How do you rate your current skill level vis-a-vis the required skills?
S.No Skills (In decreasing order of priority)
Current Skill Level (Out of 5)
1
2
3
Q3. List the trainings you require for your job in decreasing order of priority?
S.No Training Required (In decreasing order of priority)
1
2
3
Q4. Tell whether there is any direct impact on your job performance.
S.No Training Required (In decreasing order of priority)
Direct Impact of Training on performance (Yes/No)
1
2
3
Answer the following questions according to the given scale-
5: Strongly Agree
4: Agree
3: Neutral
2: Disagree
1: Strongly Disagree
Decision Making:
Q5. I am involved in important decisions that affect me.
Q6. My supervisor considers my opinion before making important decisions.
Q7. Managers value employee competencies in decision making.
Q8. I have the authority to make decisions that I need to do my job well.
Employee Development:
Q9. Employee development is seen as a key to success rather than a cost to Deloitte.
Q10. Manager supports employee’s professional development in the organisation.
Q11. I have an opportunity to progress within the company.
Q12. My manager coaches me.
Training:
Q13. Deloitte provides a variety of training opportunities to its employees.
Q14. My organisation provides me training that I need to develop myself professionally.
Q15. Deloitte employs competent and skilled trainers.
Q16. The training that I receive is relevant to my job.
Q17. Deloitte has the adequate infrastructure and facilities for training programmes.
Q18. My organisation has the conducive environment to implement my learning.
Q19. Training program is conducted as per the schedule given prior to its start.
Q20. Please suggest any other skills and trainings that would enhance your performance in
current role.