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- Review your business objectives and identify critical activities.
- Set measurable performance standards, for example, measures of production efficiency or marketing success.
- Monitor performance to identify problem areas.
- Get feedback from customers, suppliers and other key business partners; consider using interviews or surveys in areas such as customer satisfaction.
- Ask employees to raise concerns and make suggestions; include discussion of training needs in employee performance management.
- Identify any dependencies, for example, where only one employee has crucial skills or knowledge.
- Review any legal requirements such as health and safety training.
- Review any changes you plan or expect (eg new products, procedures or technologies); identify potential weaknesses and problems.
- Consider how employees' roles may change: for example, your plans to promote individuals and to develop new employees.
- Prioritise problem areas or areas of weakness.
- Consider how improving systems or equipment could contribute to resolving problems.
- Consider whether poor performance reflects bad management, for example, a failure to agree clear objectives and motivate employees.
- Consider whether you have unrealistic expectations given the calibre or number of employees, and if you need to recruit new talent or reassign roles.
- Consider whether training will be an effective solution; assess employees' willingness to learn, and preferred learning style.
- Identify training options; set clear objectives for training activities.
- Implement a pilot training scheme and review the outcome before rolling the programme out.
- Regularly review the outcome of training to identify further training needs and to assess the effectiveness of your training-needs analysis.
- focus on critical activities
- anticipate change
- analyse the causes of poor performance
- identify alternatives to training
- review outcomes
- assume different employees have the same needs
- expect employees to achieve unrealistic goals, with or without training
- ignore other factors contributing to poor performance
- organise training without clear objectives
- impose inappropriate training on unwilling employees