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Why Learning?

22% of employers say that the skills of their workforce are not of the standard required.
(2013 National Employers Skills Survey)
In fact, the lack of basic skills costs a typical business of 50 employees around $165,000 per year (Ernst and Young).

Infonative is here to help you fix it.

Training Needs Analysis (TNA)

TNA serves as a quick evaluation of where the average employee at your institution stands, and which specific knowledge and skill gaps hamper their productivity. It is a diagnostic tool that allows us to take a more directed approach. This approach takes workforce to the level at which you envision them to be at the end of their training with us. We conduct our TNA in four concise steps:

  • Observation

    We observe the various tasks that your employees have to undertake on a day-to-day basis. In particular, the methods that they use to achieve their goals, and assess the efficiency of said methods in terms of time taken, simplicity, and effectiveness. In doing so, we get an outline of the areas where the lack of appropriate training leads to significant losses on the part of your company.

  • Informal Interview

    Talking to your employees informally during their work hours gives them a voice to express their own opinion. It tells us about their understanding of the blocks that prevent them or their team from performing to their optimum potential, and of the possible ways in which the company’s productivity can be improved (e.g. new skills, new equipment, different approach).

  • Questionnaire

    Next, we acquire concrete statistics on the distinctive areas in need of training via a questionnaire drafted on the basis of our own assessment of the skill/knowledge gaps as learnt from Steps 1 and 2. The key goal of the questionnaire is to weigh each prospective training area according to the fraction of employees they affect and the impact they have on the workings of your company.

  • Skill Test

    Finally, a skill test is carried out to evaluate employees’ competencies and their capability in completing tasks associated with their job. The outcome of this test helps us in identifying the skills that need to be imparted through training or the skills that need to be refined.

ROI

We rely strictly on convincing statistical data to estimate the value that we added to our institution through training. ROI is estimated as the percentage increase in benefits (e.g. increase in sales / decrease in frequency of accidents) per unit program cost. We do both short and long-term assessments of the impact of our training using the five-stage Kirkpatrick-Phillips Model. Each of the four stages is explained below:

  • Stage 1 - Reaction

    Reaction is how the employees felt, and their personal reactions to the training or learning experience. We capture employees reaction to the training through the online survey. The results of the survey helps us understand how well the training was received by the employees. It also helps us to determine if any changes are required in the training modules to improve the overall learning experience.

  • Stage 2 - Learning

    A second online survey taken periodically (2 – 4 weeks after a concept is introduced) to assess the extent to which said material has been learned and retained. The impact of the training on an employee’s daily routine is quantified.

  • Stage 3 - Behaviour

    This stage estimates the extent to which the employees changed their approach and methodology as a response to the training. It draws a contrast between how work was done before training, and after it.

  • Stage 4 - Results

    We measure how the change in an employee’s approach affects the experience of the typical customer. For example, for sales training a ‘mystery shopping’ drill involving employees and a control group may be used to estimate said effect. Data from before and after the training indicates effectiveness.

  • Stage 5 - Impact

    The net increases in company productivity is measured as a function of generated revenue (e.g. continuous analysis of sales data). This final value is viewed as an ultimate performance indicator of a training process.

Learning Strategy & Design

Before the actual training is conducted, we work with you to produce an exhaustive list of desired outcomes. Based on said outcomes, the specifics of each required input and its locus to a learning outcome is traced. A feasibility study is conducted on the training module hence designed to ensure a high likelihood of desirable results. This is carried out by predicting the impact of the study on the audience weighed according to each individual’s role in the development of said module.

Curriculum Benchmarking

The training we impart is referenced against the output statistics of the most successful organisations in the industry. We conduct a detailed market survey which, combined with your input, builds a sample space of said ‘top players’. The prowess of each individual employee is hence contrasted against that of the best in the field, after which any knowledge and skill gaps become apparent. This information is utilised to impart training aimed at optimising the implementation of each knowledge unit and skill so as to emulate the best in the market.

Forming Learning Academies

We form our learning process to directly aid the growth of individual employees keeping in mind the assessed competencies and shortcomings of your company. We use data analytics to determine an optimal blend of certifications that would achieve your envisioned company outlook. Based on employee feedback, time schedule, and scale of training, we work with you to set short and long term milestones for the training program in order to create eligibility guidelines and statistics.