SCSB -BSBINM501 PPTs (Aspire's).pptx

To complete a competency map o review the job

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To complete a competency map: o Review the job description o Identify individual tasks o Analyse each task to identify the relevant SKA o Identify any legislation, codes of practice and other procedures that may apply
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To identify an individual’s training requirements: o Develop a list of required competencies o Compare current performance against the competency benchmarks o Identify any skills gaps o Develop a prioritised list of requirements
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Advantages of an effective TNA include: o relating training to organisational objectives o targeting training to specific requirements for the organisation and individual o developing prioritised training requirements o reducing redundant training o providing cost effective training o providing input for long-term training strategies.
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The format of knowledge management systems varies between organisations and depends on: o the ontological culture: approach to knowledge and information o the taxonomic culture: the way knowledge is traditionally classified and stored o current system and processes.
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Stakeholders are those groups or individuals who may use the information or knowledge management system. Stakeholders may include: o managers and team members o employees in other departments o customers or clients o unions or other employee representatives o government or commercial funding bodies o industry, professional and trade associations o regulatory bodies and authorities o sponsors o tender providers, suppliers and contractors.
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External stakeholders may require access to the organisation’s information management system. Identifying and meeting stakeholder learning needs depends on: o their level of engagement with the process o their information requirements o protecting the security of information o providing information in line with authority levels.
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There are two categories of knowledge: o Tacit knowledge: skills and knowledge that are difficult to document or store, including intuition and subjective knowledge. o Explicit knowledge: skills and knowledge that can be documented, including procedures, job criteria, theories, methods.
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Choose learning strategies that align with the type of knowledge required. Effective learning activities include: o Coaching and mentoring programs o Help desks o Information session, briefings, workshops and training programs o Paper-based or electronic/web-based learning o Subject matter experts (SMEs) to help other personnel
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Resources that may be required to support training include direct and hidden costs such as: o fees for training o expenses for catering, travel, facility and equipment hire o consumables to support the training o providing replacement staff for the person being trained o time provided by SMEs to support coaching and mentoring activities.
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Return on investment is the payback to the organisation for the time, money and effort spent on the training.
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Managers may need to secure funding and approval of training programs. Different approaches include:
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