Presenting your case
Featured in the Learning Needs Analysis training manual
By Beverley Williams
Category: People Management and Motivation
Credit price: 3 download credits (Single user)
Any company-wide analysis of learning needs must have the support of senior management for several reasons, including the following: AOLAOT: You may be familiar with the acronym SOLSOT (Speed of Leader, Speed of Team); here you need to think about AOLAOT - don't worry, no one else can pronounce it either - (Attitude of Leader, Attitude of Team). The importance of cascading AOLAOT means that you need to get senior management on your side if the LNA is to be regarded as a valuable project producing extremely practical benefits rather than 'another way for HR to waste people's time'. COSTS: Another reason for needing the support, and possibly the direct approval or permission of senior management, is that carrying out an LNA will cost. There will definitely be costs in terms of resources and person-hours and there may be cost that will require actual cash - for example, if you were to hire some temporary labour. At the very least you will need permission from your own line manager to commence the LNA. If your LNA project involves working from primary material (for example, questionnaires) rather than secondary material (for example, annual appraisals) then the resources and/or person-hours costs will affect the whole company. For example, if you estimate that filling in the questionnaire is likely to take an hour or so and you have 100 staff, immediately there is a cost of 100 person-hours to the company. If, to get the best results, each questionnaire should be completed during a discussion with the direct line manager, you are talking about 200 hours, which translates into 25 working days - and that's without taking into account your own time. This activity concentrates on presenting the case for LNA in a straightforward way which will highlight the benefits and address any objections that are likely to be raised.
You begin by explaining that a departmental or company-wide LNA will need to have the support of senior management. You ask the participants to suggest reasons for this and take feedback before going on to examine the acronyms SOLSOT and AOLAOT. The participants then work in pairs to answer some key questions in order to gather the background information needed to prepare their presentations. You encourage them to concentrate on content rather than on presentation skills. Next, they continue to work in pairs to build a presentation around a given framework. You coach throughout this exercise and then lead a feedback session on their presentation ideas. You conclude the activity with a review and discussion of the key learning points.
Who is it for: This training activity is intended for use by trainers to enable participants gain support and commitment from senior management for LNA projects.
|Min Group Size:||4|
|Max Group Size:||10|
|No of Pages:||18|
Purpose: This training activity is intended for use by trainers with participants who are responsible for identifying the learning needs of others and need the approval of more senior management before commencing an LNA project. They may be trainers or line managers who are responsible for identifying the needs of their own departments. Participants should have an understanding of LNA within the learning and development cycle, and be aware of the business needs of their organisation. Ideally, they should have decided when LNA should be carried out, by what method, and they should also have planned the project. This degree of background knowledge is essential as participants must be capable of dealing with questions that may reasonably be asked by senior management. For this reason, this activity is best suited for use with participants who have already completed activities 1, 2, 3, 4 and 7 of the Learning Needs Analysis activity pack.Download the training activity, Presenting your case as featured in the Fenman training manual; Learning Needs Analysis