“HUMAN RESOURCE TRAINING AND DEVELOPMENT”

|ORGANIZATIONAL NEED ANALYSIS, VALUES AND VISION

STATEMENT OF COMPANY, IMPORTANCE OF TRAINING AND
PERSONAL DEVELOPMENT, REASON OF TRAINING BEING
IMPORTANT OR NOT|

ASSIGNMENT # 1
HUMAN RESOURCE DEVELOPMENT
 “ANALYICS SOFTWARE AND SOLUTIONS”
|ORGANIZATIONAL NEED ANALYSIS, VALUES AND VISION STATEMENT OF
COMPANY, IMPORTANCE OF TRAINING AND PERSONAL DEVELOPMENT,
REASON OF TRAINING BEING IMPORTANT OR NOT|

ABOUT SAS
SAS INSTITUTE is an American multinational developer
of ANALYTICS SOFTWARE based in Cary, North Carolina. SAS develops
and markets a suite of ANALYTICS SOFTWARE (also called SAS), which
helps access, manage, analyze and report on data to aid in decision-making. The
company is the world's largest privately held software business and its software
is used by most of the Fortune 500.
SAS has developed a model workplace environment and benefits program
designed to retain employees, allow them to focus on their work, and reduce
operating costs. It provides on-site, subsidized or free healthcare, gyms, daycare
and life counseling services.
SAS Institute started as a project at North Carolina State University to create a
STATISTICAL ANALYSIS SYSTEM that was originally used primarily by
AGRICULTURAL DEPARTMENTS at universities in the late 1960s. It
became an independent, private business led by current CEO James
Goodnight and Vishal shah project leaders from the university in 1976. SAS
grew from $10 million in revenues in 1980 to $1.1 billion by 2000. A larger
proportion of these revenues are spent on research and development than at
most other software companies, at one point more than double the industry
average.
VISION OF SAS
“To transform a world of data into a world of intelligence.”
 We envision a world where everyone can make better decisions, grounded
in trusted data and assisted by the power and scale of SAS ® Analytics.
When decisions happen at just the right moment, advancements are set in
motion and the world moves forward.
VALUES OF SAS
“The collective power of our values influences everything we do.”
 From the software we create to the conversations we share, our core values
inform partners, customers and prospects about the type of relationship
they can expect when they work with us.
ORGANIZATIONAL NEED ANALYSIS
“Determines the appropriateness of training, given the company’s business
strategy and its resources available for training, and support by managers and
peers for training activities.”
HOW TO CONDUCT AN ORGANIZATIONAL NEED
ANALYSIS
Work with leadership to articulate the training priorities and ensure that there is
clear alignment between the training goals and business objectives. Write down
the desired business outcomes.
Also, take a look at organizational readiness for training. This involves
identifying and removing (or at least minimizing) obstacles that might make the
training less effective.
The more leaders indicate that training is important to the organization, the better
the outcomes of training.
“Training works best when measurable outcomes are clearly defined and
articulated in advance,”
ORGANIZATIONAL NEED ANALYSIS IN SAS
Using predefined analytics, you can proactively plan for future workforce needs.
For example, SAS has organizational analysis capabilities that visually deliver
analytic insight. It displays organizational hierarchies in a list of graphical views
while surfacing critical data about the work force. While showing virtually any
statistic about the employee population, the solution also simulates organizational
structure changes for workforce planning and modeling by moving groups or
people to see the effect.
The training needs assessment is a systematic approach of identifying training
needs at various levels of performance. In order to complete the needs assessment
for SAS, information would need to be obtained from different levels of
management.
For the organization analysis, the upper management would need to be asked
information in regard to the current training programs and how those programs
meet the goals of the company. In addition, the upper management would need
to answer questions regarding the number of employees who are considered
“experts” in their field. Other questions may relate to competition for business
as well as highly efficient and productive employees. Middle management may
answer questions related to employee retention methods and budgeting for
training while trainers answer questions related to support by upper
management. In order to fully understand the answers presented, a copy of the
mission statement as well as business plan with employee turn-over rates would
be beneficial.

1. THE COMPANY’S STRATEGIC DIRECTION

SAS supports the idea that all employees have a natural desire to learn and grow.
As part of its culture and benefits for employees, SAS provides many
opportunities for employees to develop, whether for specific job skills, business
acumen or interpersonal competence. Training includes instructor-led classes, e-
learning and live web training. Employees at all levels are encouraged to pursue
training to keep their skills sharp and learn new techniques to improve their
professional capabilities.

2016 DATA:
Approximately 95 percent of employees participated in professional training,
totaling 176,000 hours.
In addition to skills training, SAS has created a program specifically for
employees pursuing leadership and management training. Courses are offered at
different levels within the organization to cultivate and nurture internal
talent. In 2016, SAS provided 104 leadership development offerings, including
19 courses, training 1,968 people. SAS offers a wide array of training options that
enable employees to find their best learning method to meet work and career
goals.
Early on, SAS grasped the link between satisfied employees and successful
business. For one thing, the company saves millions of dollars every year on
recruitment and training costs associated with employee turnover. That also
means customers know they can rely on long-standing relationships with SAS
employees for expertise, innovation and service.
SAS CEO Jim Goodnight said:
“Employees appreciate the great benefits, but they especially thrive on being
able to tackle new opportunities in our rapidly changing technology industry.
Happy people make good partners who work their hearts out to make our
customers successful.”

For 40 years, SAS has set the standard for workplace culture by helping
employees balance the challenges of career and personal life. The company’s
many on-site benefits include a free recreation and fitness center, as well as a
primary care health center with a full-service pharmacy. Working parents
especially appreciate the subsidized child care, meals to go, parenting
workshops, lactation consultants, and work/life counselors and seminars.
Add to that numerous on-site convenience services – such as dry cleaning,
alterations and subsidized café meals – and it is clear why SAS appeals so
strongly to workers in all stages of their careers.
 2. SUPPORT OF MANAGERS, PEERS AND EMPLOYEES FOR
TRAINING ACTIVITIES
The Best Workplaces™ rankings were created to reward companies that
recognize high levels of employee trust and engagement are fundamental to
creating an ideal working environment that supports business performance.

“The fact that SAS has made it into this highly-regarded league table is a huge
achievement for the whole company. It reflects the success of the initiatives we
have introduced to build and nurture a successful workplace culture, the
commitment of our staff in building an effective business and the strength of
our leadership,” said Charles Senabulya, Vice President and Country Manager
for SAS UK & Ireland.

Best Workplaces™ evaluates and acknowledges companies that have created and
sustained their performance because of their workplace culture. Companies listed
are evaluated in two key ways; the Trust Index Employee Survey, which involves
feedback from employees on whether credibility, fairness and respect are
displayed at work. The second is a Culture and Management Survey which
provides insight into a business’s programs, “We want our people to be
enthusiastic about SAS and work with us as stakeholders in the business,”
added Sue Warman, HR Director, Northern Europe & Russia at SAS. “Creating
strong workplace relationships, providing development opportunities and
creating an environment where employees contribute are all key initiatives that
we have introduced to build trust, pride and camaraderie. This recognition
reflects the investment that we make in treating our staff as more than just
employees.”

Tom O’Byrne, Great Place to Work® CEO said: “We are delighted to see SAS
on our Best Workplaces™ list again this year. It is a validation of the strength
of their leadership and commitment to creating the kind of culture which
attracts and retains the best talent and where people have pride in what they do
and want to do their best. The hallmark of a great workplace like SAS is that
their policies and practices are designed around the employee; this employee
focus helps attract and retain the talent essential for driving and sustaining
competitive performance. It is no coincidence that high trust organizations like
SAS also tend to perform better than their peers.”
SUPPORTIVE ENVIRONMENT FOR APPLYING LEARNED SKILLS,
KNOWLEDGE AND ABILITIES:
 3. TRAINING RESOURCES
As training is an important activity of SAS not only for its employees but also its
customers as it provides training facilities for teaching the software which is the
core product of SAS.
SAS is enriched in its resources like it has almost 21 training facilities in the
United States which are fully equipped to provide training through Webinars, e-
learning, classroom training, Live web-classroom, On-site training and
Mentoring.
PERSONAL DEVELOPMENT IN SAS
TRAINING – ITS IMPORTANCE IN SAS
SAS has achieved best workplace award several times just because it pays high
attention in the personal development, leadership development, growth and
mentorship to ensure that its employees feel associated with organization.
One of SAS’ core functions includes teaching or training its clients, software use
in decision making for which it has many facilities fully equipped with tools to
provide training, it has world’s best trainers and subject matter experts who train
SAS’ employees as well its students who include professionals, teachers,
students, internees etc. from all over the world.
AWARDS RECEIVED BY SAS FOR BEING BEST WORKPLACE AS A
RESULT OF ITS HR PRACTICES
SUPPORTIVE ENVIRONMENT FOR TRAINING IN SAS

SAS is deeply committed to helping employees succeed at all stages of their

careers. Especially appealing to young professionals are the full-time training
programs, such as the SAS academies. The academies provide intensive in-class
and on-the-job training to ensure that recent grads are set for success as they move
into their full-time roles. A young professionals group on the internal web fosters
a sense of community in the early stages of employees’ careers; and development
opportunities, such as the Emerging Leaders program, foster career growth.

“SAS knows employees are happier when they feel respected and valued, are
given challenging work, and have opportunities to grow,” said SAS Executive
Vice President and Chief Human Resources Officer Jenn Mann. “Our culture
fosters a collaborative, creative environment where employees do work that
matters to them.”

Far-reaching career development opportunities are coupled with the widely

touted campus benefits, including a free on-site recreation and fitness center; free
on-site health care center; and countless on-site conveniences such as a hair salon,
dry cleaning and subsidized cafeterias. Such benefits, along with a wide range of
personal and professional support services, just scratch the surface of why SAS
appeals to a wide range of job seekers.

"There is one common thread that runs throughout the many characteristics
of the millennial generation – we want to make a difference,” said SAS
Associate Account Executive Frederyck Odom. “At SAS, I am given countless
opportunities to make a difference in the lives of my customers. We do far more
than just sell software. We solve real problems that our customers face each day
and give them the tools to do the best work they can. It is a true blessing to work
for SAS – they not only take the time to invest in my personal development, but
they give me everything I need to invest in my customers as well.”

"Millennials expect more from their employers in areas like fair treatment,
clear communication, authentic leadership and opportunities for advancement
– and rightly so,” said Michael Bush, CEO of Great Place to Work, which
administered the rankings for Fortune. “The best workplaces for millennials are
finding that fulfilling all these expectations by building a high-trust culture
boosts millennial employees’ intent to stay by 20 times.”

The ranking considered 398,000 surveys that assessed organizations’ fairness,

teamwork, benefits and other elements essential to an outstanding work culture.

SAS is also considered a best place to work for recent grads, IT

professionals and women. The business analytics leader has remained a staple on
Fortune’s list of Best Places to Work in the US since the list was started 20 years
ago.
REFERENCES
https://www.sas.com/en_us/home.html
https://www.sas.com/en_us/news/press-releases/2016/october/great-workplace-
multinational-2016.html
https://books.google.com.pk/books?id=GKyC0U5ea7MC&pg=PA30&lpg=PA3
0&dq=how+does+sas+plan+its+employees+career+development&source=bl&o
ts=oJqG_liNEo