Training Practices in State Government Agencies

1997 ◽  
Vol 26 (2) ◽  
pp. 187-202 ◽  
Author(s):  
George R. Gray ◽  
McKenzie E. Hall ◽  
Marianne Miller ◽  
Charles Shasky
Keyword(s):  
Needs Assessment ◽  
State Government ◽  
Training Evaluation ◽  
Training Needs ◽  
Government Agencies ◽  
Training Outcomes ◽  
Training Needs Assessment ◽  
Standard Training ◽  
And Training

This study involved a survey of 140 state government agencies in 30 states. The survey examined basic questions related to training needs assessment, types and methodologies of training and training evaluation. The results presented here describe standard training practices and the degree to which state government agencies adhere to accepted practices in determining training needs, developing programs with outcome variables incorporated in the design, and assessing training outcomes.

Large-Scale Performance-Driven Training Needs Assessment

2000 ◽  
Vol 29 (2) ◽  
pp. 249-268 ◽  
Author(s):  
Elwood F. Holton ◽  
Reid A. Bates ◽  
Sharon S. Naquin
Keyword(s):  
Needs Assessment ◽  
Performance Improvement ◽  
State Government ◽  
Large Scale ◽  
Training Needs ◽  
Future Research ◽  
Government Employees ◽  
Training Needs Assessment ◽  
Hybrid Methodology

This paper reports a case study of an unusual needs assessment project designed to identify the performance improvement training needs of Louisiana state government employees. The project required the development of a hybrid methodology, called large-scale performance-driven training needs assessment. This methodology was more performance-oriented than the “felt-needs” found in large scale applications. The project also highlights deficiencies in needs assessment methodologies and plans for future research.

Assessing the Training Needs of High-Potential Managers

2002 ◽  
Vol 31 (4) ◽  
pp. 464-484 ◽  
Author(s):  
W. David Patton ◽  
Connie Pratt
Keyword(s):  
Needs Assessment ◽  
State Government ◽  
Group Discussion ◽  
Development Program ◽  
Management Development ◽  
Management Training ◽  
Training Needs ◽  
Comprehensive Management ◽  
Advantages And Disadvantages ◽  
Training Needs Assessment

Two important issues prompting the creation of comprehensive management development programs in state government are the promotion of technically competent employees to supervisory positions who have not been prepared to manage, and the impending loss of state managers to retirement and the need for succession planning. With these issues in mind, training needs assessment (TNA) is necessary to understand both the needs of the organization for competent managers and of the individuals who are to be prepared to manage in state government. In this case study, we review the advantages and disadvantages of various TNA techniques and select focus groups to conduct the training needs assessment for a comprehensive management development program. Through several focus group sessions, the perspective of practicing managers was solicited for management training needs throughout the state. Alternatives were widely discussed and a synergy of ideas created through the group discussion format. State managers became more informed about the plan for management development and support for the concept was generated among important stakeholders. State managers clearly wanted training that would be immediately applicable to their job duties and wanted the training delivered in a way that is conducive to adult learning. We found that managers are most concerned with effectively performing their roles and responsibilities as managers, and that they must demonstrate leadership and human relations skills in the performance of their responsibilities.

scholarly journals Education and Training Needs Assessment

2003 ◽  
Vol 4 (3) ◽  
pp. 86-86
Author(s):  
Anno Batchelor
Keyword(s):  
Needs Assessment ◽  
State Of The Art ◽  
Education And Training ◽  
Educational Needs ◽  
Training Needs ◽  
The State ◽  
Training Needs Assessment ◽  
And Training

Many of you will remember being accosted by me either at the State of the Art meeting or by email asking what your (or your trainees) educational needs are and what the Society should be doing to help you fulfil them.

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