Data analysis13Holistic approach13Coding system13Data presentation14Results obtained14Table 1: Barriers to training14Table 2: Training need analysis14Table 3: Progress of training15Presentation of the results16reuslt for table 1: training need analysis16chart 1a: does the organization carry out training need analysis16chart 1b: Are there initial analysis carried out to determine eligibility of the training candidate17chart 1c: are there measures to prepare training candidates to management or supervisory positions19chart 1d: does the organization have strategies and measures for effecting specialized training of its staff to equip them better to tasks21results for table 2: progress of training23chart 2a: does mentee show ability to pursue procedures, processes and philosophy of training23chart 2b: is the mentor-mentee relationship build on active listening24chart 2c: is the mentor able to guide mentee on barriers to feedback mechanisms26chart: is the mentee exposed to opportunities that affect their timely management or supervision efficiencies with respect to training? 27results for table 3: mentor-mentee professional relationship29chart 3a: are there measures to ensure optimal professional relationship between mentor and mentee towards mentee personal professional development? 29chart 3b: are there measures to provide a working environment that protects mentee from professional discrimination and harassment? 30chart 3c: are there compliant processes, strategies on tools and systems to equip mentee and facilitate mentee personal professional development? 32chart 3d: are there systems to keep employees informed of the organizational performance index and measurers to be taken to improve and maintain performance index? 34Discussion of the results35Conclusion39Bibliography42appendix 1a: Training need analysis44appendix 1b: Questionnaire list for training need analysis44appendix 3a: Barriers to training45appendix 3b: Questionnaires’ list for barriers of training45appendix 3a: Progress of training45appendix 3b: Questionnaire list for prograss of training45Experience of trainingEvaluation of weaknesses of training to produce competent result-oriented individualsIntroductionReasons for choice of the topicBruch (1977:137-141) argues that many organizations have training programs that don’t prepare starters effectively into their roles and responsibilities.
Dettmer 1986:99-102) indicates many mentors don’t carry out training needs analysis of their mentees and end up offering training to non-relevant employees who cannot carry out self evaluation and cannot understand obstacles and barriers to achievement of organization’s goals, missions, visions and mission statements. Bruch (1977) argues that many trained mentees are not able to evaluate and determine organization’s performance appraisals and cannot measure the organization’s standards nor communicate effective performance appraisal and development strategy cycles.
Lasley (1996:64-70) indicates that mentees become incapable of formulating and creating problem solving environment because they aren’t team leaders, lack interpersonal skills and have inadequate active listening abilities. They aren’t seasoned enough with leadership skills that can make them good coaches, mentors, directors, managers, visionary leaders or supervisors. Their lack of expressing their feelings constructively brings about a barrier to feedback that is important in creating organizational teams and groups. Reasons for topic’s interests to policy makers and stakeholdersAnalysis of weaknesses of training programs, mentorship and qualities of internship will help in process identification and prioritization of employee personal training needs and formulation of modalities of training based on training need analysis, employee current expertise, experience and attitudes that are subject to employee mind-set factors, personal well-being, emotional and psychological maturity and approach that they can respond well to.
Evaluation of weaknesses of training programs will help in managing efficient mentee learning methodologies and foster learning development that rhymes with employee abilities.