*Training Need AnalysisLecture # 6+7By Aziz Ahmed

Werner & DeSimone (2006)

*Needs AssessmentFiguring out what is really neededNot always an easy taskNeeds lots of inputTakes a lot of work

*Product Development Model (PDM)AnalyzeDesignDevelopProduce PilotEvaluateDeliverImprove

*The HRD Process: A DImE

*Comparing the HRD Process Model to the PDM/ISD ModelHRD Process ModelAssessDesign

ImplementEvaluatePDM/ISD ModelAnalyze needDesign trainingDevelopProduce pilotEvaluate pilotDeliver trainingImprove

*What is a Need?A discrepancy between expectations and performanceNot only performance needs involved

*Various Types of NeedsPerformanceDiagnosticFactors that can prevent problems from occurring Analytic Identify new or better ways to do thingsComplianceMandated by law or regulation

Needs AssessmentThe design process begins with a needs assessmentSubsequent steps in the process includeEnsuring that employees have the motivation and basic skills necessary to learnCreating a positive learning environmentMaking sure that trainees use learned skills on the jobChoosing the training method and evaluating the resultsNeeds assessment: Process used to determine whether training is necessary

*Traps in Needs Assessment Focusing only on individual performance deficienciesDoesnt fix group of systemic problemsStarting with a Training Needs AssessmentIf you know training is needed, why waste everyones time?

*Traps in Needs Assessment 2Using QuestionnairesHard to control input, often high developmental costs, hard to write properlyUsing soft data (opinions) onlyNeed performance and consequence dataUsing hard data onlyEasily measured data is provided, but critical, hard-to-measure data is missing

*Levels of AssessmentOrganizationWhere is training needed and under what conditions?TaskWhat must be done to perform the job effectively?PersonWho should be trained and how?

*Strategic/Organizational AnalysisA broad, systems view is neededNeed to identify:Organizational goalsOrganizational resourcesOrganizational climateEnvironmental constraints

*Why Strategic Assessment is NeededTies HRD programs to corporate or organizational goalsStrengthens the link between profit and HRD actionsStrengthens corporate support for HRDMakes HRD more of a revenue generatorNot a profit waster

*Sources of Strategic InformationMission statementHRM inventorySkills inventoryQuality of Working Life Efficiency indexesSystem changesExit interviews

*Task AnalysisThe collection of data about a specific job or group of jobsWhat employee needs to know to perform a job or jobs

*How to Collect Information For a Task AnalysisJob descriptionsPerformance standardsPerform jobObserve jobAsk questionsAnalysis of problems

*A Sample Task Analysis ProcessDevelop job descriptionIdentify job tasksWhat should be doneWhat is actually doneDescribe KSAs neededIdentify potential training areasPrioritize potential training areas

*Task Analysis for HRD Position

*Person AnalysisDetermines training needs for specific individualsBased on many sources of dataSummary AnalysisDetermine overall success of the individualDiagnostic AnalysisDiscover reasons for performance

*Performance AppraisalRelied on heavily in person analysisHard to doVital to company and individualShould be VERY confidentialBased too often on personal opinion

*The Employee Appraisal Process

*Performance Appraisal ProcessDetermine basis for appraisalJob description, MBO objectives, job standards, etc.Conduct the appraisalDetermine discrepancies between the standard and performanceIdentify source(s) of discrepanciesSelect ways to resolve discrepancies

*Prioritizing HRD NeedsThere are never enough resources availableMust prioritize effortsNeed full organizational involvement in this processInvolve an HRD Advisory Committee.