A Guide to Using Training Needs Analysis and Personal Development

33 Pages·2011·4.55 MB·English

A Guide to Using Training
Needs Analysis and Personal
Development Plans
© The National Coaching Foundation, 2011
This resource is copyright under the Berne Convention. All rights are reserved. Apart from any fair dealing for the
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of this publication may be reproduced, stored in a retrieval system, or transmitted in any form without the prior written
permission of sports coach UK. Enquiries should be addressed to sports coach UK.
sports coach UK is the brand name of The National Coaching Foundation and has been such since April 2001.
Authors
Shanwaz Ajaib, Nicola Beattie and Esther Jones
Coachwise editorial and design team
Joanne Chapman and Ian Bolton
Acknowledgements
Louisa Arnold, Steve Bentall, Andrew Bradshaw, Justyn Branton, Patsy Colvin, Anne Green,
John Lawn, Jayne Lee, Julie Mackintosh and Matt Nolan
Photography © Alan Edwards unless otherwise stated.
Produced on behalf of sports coach UK by
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A Guide to Using Training Needs Analysis and Development Plans
Contents
Introduction 1
About the guide 2
Why use TNA and PDP? 2
Summary 3
Stage One: Goal Setting 4
Importance of goal setting 5
Examples of a SMART long-term development goal 6
Summary 6
Stage Two: Understanding the TNA Process 7
Key factors of a TNA 8
Step 1: Setting the framework for the TNA – understanding the coach 9
Step 2: Exploring the desired knowledge, skills, attributes and experience 10
Step 3: Completing the TNA document 11
Summary 12

Stage Three: Understanding the PDP Process 13
Key factors of a PDP 14
How coaches learn and develop 14
Key steps to developing a PDP 16
Reviewing a PDP 17
Summary 17
Practical Solutions for Implementation 18
Supporting the coach through the process – what you need 19
Building rapport 19
How to structure your approach to the TNA and PDP processes 20
Alternative methods of implementation 20
What can you do with the information from your coaches’ TNA and PDP? 22
Summary 22
Appendices – Tools and Templates 23
Tailoring the templates 24
TNA tool introduction 24
Using the TNA tool – instructions 24
Appendix 1: TNA Tool 25
Appendix 2: Coach Capabilities 26
Appendix 3: PDP Tool 27
Appendix 4: Learning Styles – Additional Information 28

References 29
Introduction
2
A Guide to Using Training Needs Analysis and Development Plans
This section includes:
• information about the guide
• stages of the TNA and PDP processes
• reasons to use TNA and PDP
• benefi ts for the coach
i
• benefi ts for the organisation.
About the guide Table 1: Stages of the TNA and PDP processes
This guide will take you through the Training Needs
Analysis (TNA) and Personal Development Plan Goal Setting
(PDP) process for coaches. It has been written
to support: This is the start of the process whereby coaches begin to
think about their overall coaching goals.
• an individual taking a coach through the process STAGE 1
• What are their coaching aspirations?
• a n organisation looking to implement the TNA
and PDP processes across a group of coaches. • What kind of coach do they aspire to be?
The guide will explore: • What is it they want to achieve?
• goal setting linked to TNA and PDP TNA
• w hat TNA and PDP are and how to A process coaches can use to help identify:
undertake them • w hat type of coach they want and need to be
• top tips and templates to support the process
• ideas to implement them with your coaches. STAGE 2 • ew xhisatti nsgk ilalsn/dkn foutwulreed cgoe/aecxhpinegr ireonlcee are needed for their
The information contained within this guide has
been collated from work in the fi eld and experience • w hat their strengths and areas for improvement
of undertaking the process with coaches. are currently.
The process can be used with any coach at any point
of their coaching journey. It is useful to remember PDP
that there is no one size fi ts all. There are some
guiding principles provided; however, you may need A tool that will help coaches develop. The PDP
to tailor the information to the coach you are helps identify:
working with. (Examples of tailoring for different • w hat further knowledge and skills they need
environments are included on pages 20–21.)
STAGE 3 to develop
It is essential that the process and implementation • w hat actions they could take to work towards their
is owned and driven by the coach, which will be coaching goals
explored throughout the guide.
• where they may need further support.
Table 1 highlights the different stages to the overall
approach to carrying out the TNA and PDP, which
will be explained in further detail.
Why use TNA and PDP?
The TNA and PDP are already popular and valuable
tools in other industries and are becoming more widely
used in coaching. If used effectively, they can help with
all aspects of managing coaches, such as recruitment,
development, deployment and retention.
3
A Guide to Using Training Needs Analysis and Development Plans
i
Benefi ts for the organisation: I have used a TNA process with coaches at my canoe
club. This has proved valuable for the coaches to
• Helps develop and retain coaches identify the skills they need to develop further, and for
• Helps direct resources appropriately the club to understand and support each coach in an
appropriate way to develop their skills.
• Helps to understand the needs and aspirations of your coaches
Les Ford, Halifax Canoe Club
• Provides a more supportive environment for the coach
• H elps plan future workforce training (eg provide a more coordinated
coach education programme)
• Training budget can be effectively and effi ciently directed
• C an be used to support minimum standards for deployment (MSD)*
(which may vary according to the coaching environment).
Benefi ts for the coach: It was a really useful process. I don’t think I would have
ever looked at my goals in that way. The format is
• Coaches feel valued and motivated just fantastic.
• Provides a more supportive environment Peter Lang, Coach on the John Lewis
• C an be used to support the coach to reach MSD* Partnership Coach Programme
• P rovides clarity on the coaches’ goals and supports them to reach
them quicker It made me really aware of how to reach my goals.
• Highlights potential challenges and identifi es possible solutions Now, after fi ve months, I have gone through my entire
plan and have pretty much gained everything I said I
• H elps to raise current and future development needs in order
would achieve! I would defi nitely use something like it
to support the desired goals (eg formal training or informal
again and update it, as I have seen that it really works.
development opportunities)
• Identifi es potential future employment possibilities. Vicky Walmsley, Coach on the John Lewis
Partnership Coach Programme
* M inimum standards of deployment are the basic standards a coach needs to meet to be able to carry out their role effectively and safely. For more information please visit the sports coach UK website (www.sportscoachuk.org).
TNA and PDP can No one size fi ts all.
be implemented Adapt the process to
with all coaches at suit the coaches you
all levels. are working with.
TNA and PDP can Owned and driven
be used in a number Summary – by the coach.
of ways and at
diferent stages. Introduction
Should be a cyclical
process reviewed at Goal setting is the
regular intervals. start of the process.
Stage One
Goal Setting
5
A Guide to Using Training Needs Analysis and Development Plans
This section includes:
• the importance of goal setting
• examples of a SMART long-term development goal.
Prompt:
Ask the coach to set their long-term development goal.
Use the SMART checklist to help with this:
Make it as precise as possible – what is it that
S pecifi c
the coach wants to achieve?
M easurable Can the coach monitor progress?
Importance of goal setting
The purpose of completing the TNA and PDP is A chievable Is the coaching goal achievable within the time
to support coaches to achieve their coaching goals. frame/resources available?
Therefore, before the TNA and PDP are
undertaken, coaches need to identify their
R ealistic Is the goal challenging while still practical?
long-term development goal. This should be used as
the reference point for the TNA and PDP.
T ime-framed Make it time-framed.
For the purpose of this guide, the following terms
will be used when referring to goal setting:
Overall development
Initially setting a long-term goal might prove challenging, particularly with
Long-term objective – what the
beginner coaches, as they may not be aware of the opportunities available to
development goal coach ultimately wants
them or have had the time to consider where they see themselves in the future.
to achieve.
‘I want to be a football coach’ does not give you much of an insight into their
Milestones and coaching aspirations and therefore their subsequent development needs.
actions that have been
However, this is a really good opportunity to help coaches to start to think about
identifi ed as stepping
Short-term goals their coaching aspirations and helps them be specifi c about the coaching they
stones in achieving
want to do, and the kind of coach they want to be.
the overall long-term
development goal.
Prompt:
When supporting someone through this
process it is important you both agree the Further questions you can ask coaches are:
parameters for the long-term development
• Who do you see yourself working with?
goal. In the fi rst instance it needs to be
relevant to the role and setting in which • What level/type of participants are you coaching?
the coach is being supported to develop.
• What do you want to achieve with that group?
6
A Guide to Using Training Needs Analysis and Development Plans
Examples of a SMART long-term
development goal
Example 1: T o be qualifi ed and confi dent to lead a
Multi-skills session for the under 9s at my
local community hockey club by
September 2012.
Example 2: T o move across to coaching the girls’
centre of excellence under-13s squad at
the start of 2012, from my current role
with the under-11 boys at the club.
The long-term
development goal
needs to be SMART.
Agree parameters Goal setting,
Summary –
for the long-term TNA and PDP
development goal. are interlinked.
Stage 1
It needs to be
relevant to the role
A long-term
in which the coach
Goal setting is development goal
is being supported.
the fi rst part of is what they
the TNA and ultimately want to
PDP processes. achieve as coaches.
Stage Two
Understanding the
TNA Process