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Step 5 
Implement the training programme
Step 6 
Monitor, review and evaluate 
training. Has it been successful in achieving the learning 
objectives? 
Step 7 
Go back to Step 2
if more training is needed. 
We will now look at the stages of this process in more detail. 
 
3
Training needs and objectives 
A thorough analysis of 
training needs
should be carried out to ensure that training programmes meet 
organisational and individual requirements. 
3.1 Indicators of the need for training 
Some training requirements will be obvious and 'automatic'. 
(a) 
If a piece of legislation is enacted which affects the organisation's operations, training in its 
provisions will automatically be indicated. Thus, for example, HR staff have needed training as 
various EU Directives have been enacted in UK law. 
(b) 
The introduction of new technology similarly implies a training need: for relevant employees to 
learn how to use it. 
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PART D: LEADING AND MANAGING INDIVIDUALS AND TEAMS 
 
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Other training requirements may emerge in response to 
critical incidents
: problems or events which 
affect a key area of the organisation's activity and effectiveness. A service organisation may, for example, 
receive bad press coverage because of a number of complaints about the rudeness of its customer 
service staff on the telephone. This might highlight the need for training in telephone skills, customer 
care, scheduling (for the team manager, if the rudeness was a result of unmanageable workloads), and 
so on. 
Some 
qualitative indicators 
might be taken as symptoms of a need for training: absenteeism, high 
labour turnover, grievance and disciplinary actions, crises, conflict, poor motivation and performance. 
Such factors will need to be investigated to see what the root causes are, and whether training will solve 
the problem. 
3.2 Assessment for training 
Another alternative is 
self-assessment
by the employee. This may be highly informal (a list of in-house 
or sponsored courses is posted on the noticeboard or intranet and interested employees are invited to 
apply) or more systematic (employees complete surveys on training needs). The advantage of self-
assessment, or self-nomination for training, is that it pre-supposes motivation on the part of the trainee 
and harnesses employees' knowledge of their own job requirements and skill weaknesses. The 
drawback, however, is that employees may be reluctant to admit to performance deficiencies. 
A further alternative, therefore, is the use of