Determining the need for education in the organization
In every organization, the most important thing is to know what knowledge, skills, and abilities employees need to have to do their job successfully. Next, it is necessary to determine which employees are not adequately educated, and, finally, it is necessary to assess whether additional education will provide employees with the necessary knowledge. The need for education is determined at three levels: company level, job level, and individual level, which means that it is necessary to analyze organizations, work tasks, and the individual.
When analyzing organizations, it is necessary to determine what are the needs for education from promising organizations, their goals, strategy, organizational unit, culture, change, and, of course, what are the opportunities for performing education. In theory, it is necessary to determine the organizational needs and resources that the organization has for education, which, in addition to money, also applies to time and professionals. In all the above, attention is needed for renewal and future educational needs.
Analysis of work tasks
Defining the necessary knowledge, skills, and abilities necessary to do the job can be achieved through the analysis of work tasks. As with any analysis, specific actions need to be followed in task analysis. First, it is necessary to determine which work tasks will be analyzed. Next, it is necessary to determine a preliminary list of tasks that need to be performed, and then determine the final list of tasks that need to be performed and determine what knowledge, skills, and abilities are needed for the same.
The last analysis in this process refers to the organizational goals translated into the requirements for human resources, the necessary skills, and program needs for their improvement. Individual analysis helps managers assess whether education is needed, and which employees should be educated. When analyzing an individual, the characteristics of the individual (knowledge and skills), input (instructions on what, how, and when to perform), output (standards of work performance), consequences (incentives for good results), and feedback (during work performance) are analyzed. In cases where employees do not have the skills and knowledge needed to successfully perform work tasks, and other factors are satisfactory, then it is necessary to perform education. On the other hand, when all other factors are unsuitable, but employees have the necessary skills and knowledge, then it is necessary to review the entire business of organizations.
Babić, L. (2009). UPRAVLJANJE EDUKACIJOM U ORGANIZACIJI. Univerzitet Singidunum, Beograd.
Buble, M. (2009). MENADŽMENT. Ekonomski fakultet Split, Split.
Noe, R. A. i dr. (2006). MENADŽMENT LJUDSKIH POTENCIJALA – POSTIZANJE KONKURENTSKE PREDNOSTI. MATE d.o.o., Zagreb.