Training Expenditure or Investment: Training Needs Analysis, Costing, Budgeting, Dubai KL London Abuja Colombo Karachi Delhi, Online

HRODC Postgraduate Training Institute, Providing Postgraduate Diploma; PG Certificate; & PG Short Courses, in Dubai, London, Kuala Lumpur, Colombo, New Delhi, Islamabad, Abuja, Accra, Lagos, Lusaka, Paris, Wolverhampton, Birmingham, Banjul, Amman, Doha, Kuwait, Cairo, Manama, Nairobi, Jeddah, etc. & Online.

Seminar or Course Number 063 -  Training Expenditure or Investment?: Training Needs Analysis, Costing and Budgeting for Accelerated Rate of Return, Leading to Diploma – Postgraduate- in Training Needs Analysis, Costing and Budgeting, 30 Credit-Hours, aaccumulating to a Postgraduate Certificate, with a 150 additional Credit-Hours, and a Postgraduate Diploma, with 330 additional Credit-Hours.  Contents include Inventory Control, Cost Control, Quality Control, Managing Organisational Resources, Budgeting as a Control Mechanism, Functions of Management, Policy Planning and Budgeting System, Performance Based Budgeting, Training Needs Analysis,

 

Human Resource Audit, Client or Customer Feedback, Reducing Operating Expense, Education Training and Development, Training Needs Analysis Distance Course, Budgeting Training, Training Needs Analysis in London, Online Training for Inventory Control, Return on Investment Organisational Control Systems, Operational Control, Responsibility Centre, Strategic Plan, Cost Benefit Analysis, Activity Based Costing, Policy Planning and Budgeting Systems, PPBS Zero, Learning in the Workplace, In-house Training for Planning and Budgeting, Experiential Learning on Training and Development.

 

Seminar or Course Number 063 -  Training Expenditure or Investment?: Training Needs Analysis, Costing and Budgeting for Accelerated Rate of Return Seminar or Course, Leading to Diploma – Postgraduate – in Training Needs Analysis, Costing and Budgeting. Click to download the PDF brochure for this Course

 

Course Co-ordinator:        

Prof. Dr. R. B. Crawford is Course Coordinator. He is the Director of HRODC Postgraduate Training Institute, A Postgraduate-Only Institution. He has the following Qualifications and Affiliations:

Doctor of Philosophy {(PhD) {University College London (UCL) - University of London)};

MEd Management (University of Bath);

Postgraduate (Advanced) Diploma Science Teacher Ed. (University of Bristol);

Postgraduate Certificate in Information Systems (University of West London, formerly Thames Valley University);

Diploma in Doctoral Research Supervision, (University of Wolverhampton);

Teaching Certificate;

Fellow of the Institute of Management Specialists;

Human Resources Specialist, of the Institute of Management Specialists;

Member of the Asian Academy of Management (MAAM);

Member of the International Society of Gesture Studies (MISGS);

Member of the Standing Council for Organisational Symbolism (MSCOS);

Member of ResearchGate;

Executive Member of Academy of Management (AOM). There, his contribution incorporates the judging of competitions, review of journal articles, and guiding the development of conference papers. He also contributes to the Disciplines of:

Human Resources;

Organization and Management Theory;

Organization Development and Change;

Research Methods;

Conflict Management;

Organizational Behavior;

Management Consulting;

Gender & Diversity in Organizations; and

Critical Management Studies.

Professor Dr. Crawford has been an Academic in the following UK Universities:

University of London (Royal Holloway), as Research Tutor;

University of Greenwich (Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

University of Wolverhampton, (Wolverhampton Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

London Southbank University (Business School), as Lecturer and Unit Leader.

His responsibilities in these roles included:

Doctoral Research Supervisor;

Admissions Tutor;

Postgraduate and Undergraduate Dissertation Supervisor;

Programme Leader;

Personal Tutor.

 

For Whom This Course is Designed

This Course is Designed For:

  •  Senior Auditors;

  • Senior Accountants

  • Budget Controllers;

  • Budget Analysts;

  • Senior Expenditure Advisors;

  • Senior Investment Advisors;

  • Chief Investment Analysts;

  • Talent Managers;

  • Senior Talent Acquisition Experts;

  • Senior Cost managers;

  • Cost Accountants;

  • Management Accountants;

  • Chief Executives;

  • Chief Executive Officers;

  • Training Officers;

  • Human resource Professionals;

  • Human Resource Development Directors;

  • Human Resource Development Managers;

  • Employee Development Officers;

  • Divisional Managers;

  • Vice President - Human Resource;

  • Vice president – Employee Development;

  • Finance Directors;

  • Executive Officers;

  • Business Managers and Owners;

  • Budgeting and Financial Reporting Officers;

  • Business and Management Consultants;

  • Asset Managers;

  • Venture Capitalists;

  • Senior Acquisition Experts;

  • All others desirous of heightening their knowledge and expertise in training and development as investment, and those with direct or advisory investment and budgeting responsibility.

Duration: 5 Days

Cost: £5,000.00 Per delegate             

 

The course cost does not include living accommodation. However, delegates are treated with the following:

  •  Free Continuous snacks throughout the Event Days;  

  •  Free Hot Lunch on Event Days;                           

  •  Free City Tour;             

  •  Free Stationery;                               

  •  Free On-site Internet Access;

  • HRODC Postgraduate Training Institute’s   Diploma – Postgraduate; or

  • Certificate of Attendance and Participation – if unsuccessful on resit.

HRODC Postgraduate Training Institute’s Complimentary Products include:

  • HRODC Postgraduate Training Institute’s Leather Conference Folder;

  • HRODC Postgraduate Training Institute’s Leather Conference Ring Binder/ Writing Pad;

  • HRODC Postgraduate Training Institute’s Key Ring/ Chain;

  • HRODC Postgraduate Training Institute’s Leather Conference (Computer – Phone) Bag – Black or Brown;

  • HRODC Postgraduate Training Institute’s 8GB USB Flash Memory Drive, with Course/ Programme Material;

  • HRODC Postgraduate Training Institute’s Metal Pen;

  • HRODC Postgraduate Training Institute’s Polo Shirt.

 

Location:  Central London and International Locations

Daily Schedule: 9:30 to 4:30 pm.

 

 

Seminar or Course Number 063 -  Training Expenditure or Investment?: Training Needs Analysis, Costing and Budgeting for Accelerated Rate of Return Seminar or Course, Leading to Diploma – Postgraduate – in Training Needs Analysis, Costing and Budgeting. Click to download the PDF brochure for this Course

 

Course Objectives

By the conclusion of the specified learning and development activities, delegates will be able to:

  • Determine how organisational control helps accomplish organisational goals;

  • Identify the characteristics of effective organisational control systems;

  • Learn about the import-conversion-export-process;

  • Enumerate the stages in operational control;

  • Know the activity involved in loading;

  • Ascertain how sequencing is done;

  • Perform detailed scheduling

  • Describe the purpose of inventory control in the maximinisation of profit;

  • Evaluate the importance of cost control;

  • Explain how quality control ensures the maintenance of proper standards in manufactured goods;

  • Relate the significance of budgeting as a control mechanism;

  • Establish the link between budgeting and the controlling of organisational resources;

  • Distinguish between traditional methods of resource allocation and modern approaches to resource allocation;

  • Name the types of responsibility centres and describe each;

  • Suggest ways of effectively managing organisational resources;

  • Establish the relationship between strategic management and resource management;

  • Explain the conflict between corporate and operational management in relation to resource utilisation;

  • Enumerate the functions of management;

  • Describe planning as a function of management;

  • Define strategic plans, tactical plans, operational plans and standing plans and distinguish one from the other;

  • Describe co-ordinating as a function of management

  • Determine how cost-benefit analysis (CBA) is conducted;

  • Give example of CBA applications;

  • Categorise costs;

  • Know how activity-based costing work;

  • Explain the underlying concepts of policy planning and budgeting systems (PPBS);
  • Differentiate traditional budgeting system from zero-base budgeting;

  • Determine how zero-base budgeting may assist in budgeting planning and control;

  • Discuss the zero-base budgeting namely: paradigm-based budgeting, process-based;

  • Budgeting, priority-based budgeting, and performance-based budgeting;

  • Realise the financial and organisational benefits of activity-based budgeting;

  • Establish the relationships between activity-based budgeting and operational planning;

  • Describe the rationale for and definition of training needs analysis (TNA)

  • Ascertain who conducts TNA;

  • Know the steps in organisational training needs analysis;

  • Conduct subsystem training needs analysis;

  • Conduct individual training needs analysis;

  • Identify the approaches, methods and techniques of training needs analysis;

  • Explain the following sources of information for training needs analysis (TNA):

  • Strategic plans

  • Tactical plans

  • Operational plans

  • Strategic operational review

  • Human resource plan

  • Succession plan

  • Human resource audit

  • Critical incident reports

  • Individual performance appraisal reports

  • Personnel deployment charts

  • Business plans

  • Strategic plans

  • Job evaluation or job tasks and role analysis

  • Client or customer feedback;

  • Describe the functions of throughput accounting;

  • Determine whether a programme or event increases throughput;

  • Find out the effect of reducing investment (inventory) (money that cannot be used) in business and non-business organisations;

  • Learn how to reduce operating expense;

  • Define measure and suggest ways of improving efficiency gains;

  • Learn how to substitute the concept of ‘efficiency gains’ for the concept of net profit in training departments;

  • Cite the difference between education, training and development;

  • Explain training and ‘opportunity cost’ concepts;

  • Calculate rate of return from training investment; and

  • Understand the concept of investors in people (IIP), the British model.

 

Seminar or Course Number 063 -  Training Expenditure or Investment?: Training Needs Analysis, Costing and Budgeting for Accelerated Rate of Return Seminar or Course, Leading to Diploma – Postgraduate – in Training Needs Analysis, Costing and Budgeting. Click to download the PDF brochure for this Course

 

Course Contents, Concepts and Issues

  • Organisational Control

  • Organisational Control Systems

  • Operational Control

  • Loading –

  • Sequencing - 

  • Detailed Scheduling:

  • Other Control Mechanism include:

  • Inventory Control

  • Cost Control

  • Quality Control

  • Budgeting As a Control Mechanism

  • Budgeting and the Controlling of Organisational Resources

  • Traditional Methods of Resource Allocation

  • Modern Approaches to Resource Allocation - Based on Assessment of the Potential of Subsystem to Succeed, In relation to Prevailing Environmental Situation

  • Responsibility centres in the form of:

  • Revenue Centres

  • Expense or Cost Centres

  • Profit Centres

  • Investment Centres

  • Managing Organisational Resources

  • Relationship between Strategic Management and Resource Management

  • Conflict between Corporate and Operational Management In Relation To Resource Utilisation

  • The Functions of Management

  • Planning As a Function of Management

  • Strategic Plans

  • Tactical Plans

  • Operational Plans

  • Standing Plans

  • Co-ordinating as a Function of Management: Training and Development Modification

  • Co-ordinating through Mutual adjustment

  • Co-ordinating through Direct Supervision

  • Co-ordinating through Standardisation of work Process

  • Co-ordinating through Standardisation of input - skills, knowledge and attitudes

  • Co-ordinating through Standardisation of output

  • Costing and Cost-Benefit Analysis

  • Activity-Based Costing

  • Policy Planning and Budgeting Systems (PPBS)
  • Zero Base Budgeting

  • Paradigm-Based Budgeting

  • Process-Based Budgeting

  • Priority-Based Budgeting

  • Performance-Based Budgeting

  • Activity-Based Budgeting

  • Rationale For and Definition of Training Needs Analysis (TNA)

  • Organisational Training Needs Analysis

  • Subsystem Training Needs Analysis

  • Individual Training Needs Analysis

  • Approaches, Methods and Techniques of Training Needs Analysis

  • Approaches to and Methods of Training Needs Analysis

  • Approaches to Training Needs Analysis

  • Methods of Training Needs Analysis

  • Focus Groups

  • Action Learning

  • Learning By Doing;

  • Experiential Learning;

  • Reflecting on Practice;

  • Being Open;

  • Sharing Ideas;

  • Collaborating;

  • Synergy;

  • Learning to Learn;

  • Life-Long Learning; and

  • Learning In the Workplace

  • “Improved Strategic Thinking Ability;

  • Understanding Group Processes and Organisational Change;

  • Improved Understanding between Sections Of The Organisation;

  • Development of New Skills (e.g., Leadership, Problem-Solving, Communication, Questioning. Presentation and Process Facilitation Skills);

  • Ideas for Future Projects and Programs;

  • A Concrete Outcome of Benefit to the Organisation and Program Participants;           and

  • High Proven Returns on Investment in the Action Learning Program”

  • Action Research

  • Process Management

  • Assessment Centres

  • TNA 2000

  • Techniques of TNA

  • Sources of Information for Training Needs Analysis (TNA)

  • Strategic Plans

  • Tactical Plans

  • Operational Plans

  • Strategic Operational Review

  • Human Resource Plan

  • Succession Plan

  • Human Resource Audit

  • Critical Incident Reports

  • Individual Performance Appraisal Reports

  • Personnel Deployment Charts

  • Business Plans

  • Strategic Plans

  • Job Evaluation or Job Tasks and Role Analysis

  • Client or Customer Feedback.

  • Throughput Accounting

  • Throughput Accounting: An Introduction

  • Determining whether a Programme or event Increases Throughput

  • Effect of Reducing Investment (Inventory) (money that cannot be used) in Business and Non-Business Organisations

  • Reducing Operating Expense

  • Efficiency Gains

  • Defining Efficiency Gains

  • Measuring Efficiency Gains

  • Improving Efficiency Gains

  • Substituting the concept of ‘Efficiency Gains’, in Throughput Accounting, for the Concept of Net Profit in Training Departments, as in:

  • Net profit (NP) = Throughput - Operating Expense = T-OE

  • Return on investment (ROI) = Net profit / Investment = NP/I

  • Productivity (P) = Throughput / Operating expense = T/OE

  • Investment turns (IT) = Throughput / Investment = T/I

  • Difference between Education, Training and Development

  • Training and ‘Opportunity Cost’

  • Calculating Rate of Return from Training Investment

  • Investors in People (IIP): The British Model

Seminar or Course Number 063 -  Training Expenditure or Investment?: Training Needs Analysis, Costing and Budgeting for Accelerated Rate of Return Seminar or Course, Leading to Diploma – Postgraduate – in Training Needs Analysis, Costing and Budgeting. Click to download the PDF brochure for this Course