Brad is a graduate employee working for a leading accounting firm. During his graduate training, he was placed in the ‘risk’ function, where he showed great promise and confidence. However, at the conclusion of the graduate program, no positions were available, so Brad was transferred to work in remediation.
Under the terms of Brad’s contract, he can be placed in any area of the organisation that carries his position of employment.
However, Brad has no experience in this new area and feels concerned about his capacity to perform. He flags this with his manager, who arranges for Brad to attend a two-day workshop to get direct training in the work of remediation.
Brad completes the program, but says he still doesn’t feel equipped to work directly with clients. He is told that he will have to ‘learn as he goes’ and is put into client-facing engagements.
Due to a lack of staff, Brad is offered little to no support during his probationary period. At his three-month review he is informed he is underperforming and will be placed on a performance plan. It’s clear to Brad that he is being managed out of the organisation, and he requests a meeting with HR.
In the meeting, Brad documents his requests for support and training, and his feeling that he was inadequately prepared for client-facing work in this specialty. On any objective criterion, he is underperforming.
Question: What are the sources of information for conducting a training needs assessment for training for Brad? (200 words)
