werner & desimone (2006)1 assessing hrd chapter 4
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Werner & DeSimone (2006) 1
Assessing HRD
Chapter 4
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Learning Objectives Discuss the purpose and advantages of conducting a needs assessmentState the purpose of conducting a strategic/organization analysis, and describe four issues it is intended to address.State the purpose of conducting a strategic/organization analysis, and describe four issues it is intended to address.Discuss the five steps that can be used to conduct a task analysis.Explain the importance of identifying individual performance deficiencies and development needs in planning and developing training and HRD programs. Describe and explain the person analysis.Explain the importance of prioritizing training and HRD needs.
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Needs Assessment
It is a process by which an organization’s HRD needs are identified and articulated.
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Needs Assessment can identify:
Organization’s goals and its effectiveness in reaching these goalsGaps between employees’ skills and the skills required for effective current job performanceGaps between current skills and skills needed to perform the job successfully in the futureThe conditions under which the HRD activity will occur
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The HRD Process: A DImE
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What is a “Need?”
A discrepancy between expectations and performanceNot only “performance” needs involved
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Various Types of Needs
PerformanceDiagnostic Factors that can prevent problems
from occurring (see p. 130)
Analytic Identify new or better ways to do
things
Compliance Mandated by law or regulation
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Traps in Needs Assessment
Focusing only on individual performance deficiencies Doesn’t fix group of systemic
problems
Starting with a “Training Needs Assessment” If you know training is needed, why
waste everyone’s time?
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Traps in Needs Assessment – 2
Using Questionnaires Hard to control input, often high
developmental costs, hard to write properly
Using soft data (opinions) only Need performance and consequence data
Using hard data only Easily measured data is provided, but
critical, hard-to-measure data is missing
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Levels of Assessment
Organization Where is training needed and under
what conditions?
Task What must be done to perform the
job effectively?
Person Who should be trained and how?
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Why Strategic Assessment is Needed
Ties HRD programs to corporate or organizational goalsStrengthens the link between profit and HRD actionsStrengthens corporate support for HRDMakes HRD more of a revenue generator Not a profit waster
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Sources of Strategic Information
Mission statementHRM inventorySkills inventoryQuality of Working Life indicatorsEfficiency indexesSystem changesExit interviews
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Task Analysis
The collection of data about a specific job or group of jobsWhat employee needs to know to perform a job or jobs
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How to Collect Information For a Task Analysis
Job descriptionsTask analysisPerformance standardsPerform jobObserve jobAsk questionsAnalysis of problems
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Steps in conducting a task analysis
Develop job descriptionIdentify job tasks What should be done What is actually done
Describe KSAOs neededIdentify potential training areasPrioritize potential training areas
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Task Analysis for HRD Position
1. List tasks 1. Observe behavior List four characteristics of behavior
Classify behavior
2. Select verb Knowledge of action verbs
Grammatical skills
3. Record behavior State so understood by others
Record neatly
2. List subtasks
1. Observe behavior List all remaining acts
Classify behavior
2. Select verb State correctly
Grammatical skills
3. Record behavior Neat and understood by others
3. List knowledge
1. State what must be known
Classify all information
2. Determine complexity of skill
Determine if a skill represents a series of acts that must be learned in a sequence
Job title: HRD Professional Specific duty: Task Analysis
Tasks Subtasks Knowledge and Skills Required
SOURCE: From G. E. Mills, R. W. Pace, & B. D. Peterson (1988). Analysis in human resource training and organizational development (p. 57). Reading, MA: Addison-Wesley. Reprinted by permission.
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Person Analysis
Determines training needs for specific individualsBased on many sources of dataSummary Analysis Determine overall success of the
individual
Diagnostic Analysis Discover reasons for performance
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Performance Appraisal in person analysis
Relied on heavily in person analysisHard to doVital to company and individualShould be VERY confidentialBased too often on personal opinion
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The Employee Appraisal Process
By Permission: Herbert & Doverspike (1990)
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Performance Appraisal Process
Determine basis for appraisal Job description, MBO objectives, job
standards, etc.
Conduct the appraisalDetermine discrepancies between the standard and performanceIdentify source(s) of discrepanciesSelect ways to resolve discrepancies
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Prioritizing HRD Needs
There are never enough resources availableMust prioritize effortsNeed full organizational involvement in this processInvolve an HRD Advisory Committee.
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Warning!!
HRD cannot become a slow-acting bureaucracy!! “The Attack on ISD” article (Text p. 156)
HRD must respond to corporate needsHRD should be focused on “performance improvement,” and not just “training”
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Summary
Why is needs assessment so often not performed in many organizations?
Why should organizations care about needs assessment?
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