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Steps in Systems Approach to Training

Evaluation

Implementation
Sessions Designs

Setting Objectives

TNA

Trainee Analysis
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Job Analysis
       

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—odern Training is Response
To A Gap Between

JOB JOB HOLDER


Desired Level Of Existing Level of
-Competence -Competence
-Behaviour -Behaviour

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The Job
The Job Holder
The Organisation

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The Job-defined
JOB
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Responsibility
Authority Authority
List of Tasks
Resources List of Tasks
Relationship with other
jobs\positions Resources

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=
Job Holder

†Recruited and Placed on Job

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THE ORGANISATION

UNDERSTANDING ORGANISATIONAL

†CULTURE
†VISION
†—ISSION
†GOALS
†HISTORY
†—ANAGE—ENT PRACTICES

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—atching

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Job Description Job Job Requirements
Specification
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VResponsibility
†nowledge † & S
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†Personal
VResources Attributes
†Attitudes
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Designing Training Sessions

Deciding the Title of the Programme


Deciding the Heading/Topic for the Session
No of Sessions required to cover the Topic
Deciding the learning Objectives of sessions
Determining the learning —ethods
Preparing plan for sessions
Preparing/Adapting/Choosing supportive materials
)* +)
    
I—PLE—ENTATION

Programme announcement
—ailing Announcement
Scrutinizing the Nomination Received
Follow Up
Selection Of the Trainees
Preparing Time Table
Allocating Sessions to Trainers
Arranging Class Rooms & Hostel facilities
Conducting the Programme
)* +) KK
Evaluation
@Reactions of the trainees
@Effectiveness of Various inputs
†Trainers
†Programme Designs
†Duration
†Venue
†Physical Facilities
@Actual Conduct of the Programme
†—ethods & materials
†Coverage of Topics
†Sequencing of Topics
)* +) KD
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