needs analysis for l&d, hr, and more

8/10/2019 Needs Analysis for L&D, HR, and more

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Needs Analys is

Presenter:Thom [email protected]

CI-ASTD Trainers Institute

May 11, 2010
mailto:[email protected]:[email protected]


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Benefits of Needs Analysis

Decision Making

Continuous Improvement

Facilitate Transfer

Intrinsic Reward / SatisfactionCredibility and Influence

Justification / Job Security


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Session Topics

Levels of Analysis

Outcome Analysis

Culture Analysis

Performance AnalysisCompetency Analysis

Learner Analysis


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Levels of Analysis

Resultsoutcomes, impact on the larger group(s)

or organization(s); what overall results are needed?

Behaviorapplication, transfer; what shouldpeople do differently (to achieve the desired results)?

Learningknowledge, skills, attitudes; what dopeople need to learn (in order to change their behavior)?

Reactioncustomer satisfaction; what arepeoples preferences (and what is needed for learning)?


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Outcome Analysis

InvestorFinancial Performance ROI/A/E/S,

Cash Flow, Cost Control, EPS, Profitability, Stock Price

MarketBrand, Competitive Advantage, Revenue,Share, Stakeholder Relationships, Sustainability/CSR

Customer- Innovation, Process/Product/ServiceQuality, Retention, Satisfaction, Speed, Value/Cost

EmployeeDevelopment, Engagement,Productivity, Retention, Satisfaction/QWL, Wellbeing


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Culture Analysis

MissionVision, Strategic Direction & Intent,

Goals & Objectives

AdaptabilityCustomer Focus, CreatingChange, Organizational Learning

InvolvementCapacity Development,Empowerment, Team Orientation

ConsistencyCore Values, Agreement,Coordination & Integration


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Innovation

Customer

Satisfaction

Financial

Performance

Over Time

Operating Performance

Quality

Employee Engagement

Growth

Collaboration

DirectionInnovation

Development

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Outcomes, Culture & Competencies

www.denisonconsulting.com
http://www.denisonconsulting.com/http://www.denisonconsulting.com/


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Performance Analysis

ExpectationsUnderstand clearly whats expected,

in terms of results (what) and behavior (how), and priorities?

Barriers/AidsStructural ability and motivation? Cues?Information? Job Aids? Processes? Resources? Staff? Time? Tools?

KSAPersonal ability and motivation? Capacity? Fit? Values?Education? Training? Practice? Feedback? Coaching?

SupportSocial ability and motivation? Models?Manager(s)? Peers? Assistance? Encouragement? Reinforcement?

www.vitalsmarts.com
http://www.vitalsmarts.com/http://www.vitalsmarts.com/


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Performance (HPI) in Practice

Performance Expectations(2.7%), OD(6.9%)

Process Analysis/Improvements (5.6%),Tools/Resources (4.9%), K Mgt(3.2%)

Knowledge/Skills (61.4%),Feedback (4.2%),

Talent Management (5.4%),

Support from Others, Incentives (1.6%),Non-Incentive Motivational Strategies (2.2%), Other (1.8%)


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Competency Analysis

Direction

Innovation

Development

CollaborationExpertise


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DCIDE Competency

Model

11


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Revised Model

www.astd.org

ASTD Competency

Model

12
http://www.vitalsmarts.com/http://www.vitalsmarts.com/http://www.vitalsmarts.com/


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WLP Competencies

Direction(esp. Project Manager)Driving Results,Planning and Implementing, Thinking Strategically

Innovation(esp. Professional Specialist)Adaptability, Analyzing Needs and Proposing Solutions

Development(esp. Learning Strategist)Leveraging Diversity, Modeling Personal Development

Collaboration(esp. Business Partner)Building Trust, Communicating Effectively,

Influencing Stakeholders, Networking and Partnering


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Other Competencies

DirectionAccountability, Delegation, Goal Setting,Leadership/Management, Planning and Organizing,

Project Management, Time/Self Management

InnovationChange Management, Creativity,Decision Making/Problem Solving, Process Improvement,

Product Development, Service Quality, Systems

DevelopmentCareer Management,Coaching/Mentoring, Empowerment, Feedback,

Performance Mgt, Recognition/Reward, Selection

CollaborationCommunication, Conflict Mgt,

Customer Service, Influence/Sales, Interpersonal Skills,Meeting Skills, Negotiation, Partnership, Teamwork


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Integrated Talent

Management

Maximize Results

and Motivation

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Learner Analysis

Performer(RS, LP)action mode; value speed

and tangible outcomes; activities, initiatives, interventions

Changer(RI, RS)unpatterned method; snippetsof information are grabbed and excess is ignored

Perfector(HA, RI)thought mode; value

understanding; assessment, planning, evaluation

Conservator(LP, HA)structured method;prefer logical, consistent, methodical information flows

www.iopt.com


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Trainers Institute

Learner Analysis

www.iopt.com


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Content Analysis

RS Whenfocus on actionable components;

provide interim applications; show fast and big results

RI What(who and where)provide variables tomix and match; allow freedom to explore relations

HA Whyexplain relationships; examine possible

outcomes in detail; expect challenges; avoid emotion

LP Howidentify items to consider; providedetailed step-by-step instructions; show certain results

www.iopt.com


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Methods

Documents / Records / Reports

Observations / Work Samples

Focus Groups / Interviews

Questionnaires / SurveysAssessments / Tests

Requestswww.visionpoint.com


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Informal Learning

Leader-led Learningcreating a

coaching culture with leaders skilled, focused on coaching

Embedded Learninguse of content andsystems such as job aids, electronic performance support

On-Demand Learninglearner-led

activities such as e-learning and self study using books,

reference materials, videos, and podcasts

Social Learningcollaborative experiences,social networking, communities of practice, blogs


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Needs Analys is

Presenter:Thom [email protected]

W: 453-9590

C: 745-4303
mailto:[email protected]:[email protected]