needs assessment - ppt 3

7/29/2019 Needs Assessment - PPT 3

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Needs Assessment



1. Discuss the role of organization analysis, personanalysis, and task analysis in needs assessment.

2. Identify different methods used in needsassessment and identify the advantages and

disadvantages of each.3. Discuss the concerns of upper-level and mid-

level managers and trainers in needs assessment.

4. Explain how person characteristics, input,output, consequences, and feedback influenceperformance and learning.

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5. Create conditions to ensure that employees arereceptive to training.

6. Discuss the steps involved in conducting a

task analysis.7. Analyze the task analysis data to determine

the tasks in which people need to be trained.

8. Explain competency models and the processused to develop them.

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Effective training practices involve the use ofan instructional systems design process.

The instructional systems design process

begins by conducting a needs assessment. The example of Texas Instruments shows,

before you choose a training methods, it isimportant to determine whether training isnecessary.

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Refers to the process used to determine iftraining is necessary.

Because needs assessment is the first step in theinstructional design process:

If it is poorly conducted, training will not achieve theoutcomes or financial benefits the company expects.

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Reasons or “PressurePoints

Outcomes

What is the Context?•Legislation

•Lack of Basic Skills

•Poor Performance

•

New Technology•Customer Requests

•New Products

•Higher Performance

Standards

•New Jobs

•What Trainees Need to

Learn

•Who Receives

Training

•Type of Training

•Frequency of Training

•Buy Versus Build

Training Decision

•Training Versus Other

HR Options Such asSelection or Job

Redesign

Who Needs the

Training?

In What Do

They Need

Training?

Organizatio

n Analysis

TaskAnalysis

Person

Analysis



Organizational Analysis –

involves determining:

the appropriateness of training, given thebusiness strategy

resources available for training support by managers and peers for

training Task Analysis – involves:

identifying the important tasks andknowledge, skill, and behaviors that needto be emphasized in training foremployees to complete their tasks

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Person Analysis – involves:

determining whether performancedeficiencies result from a lack of

knowledge, skill, or ability (a trainingissue) or from a motivational or workdesign problem

identifying who needs training determining employees’ readiness for

training

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Upper-Level Managers Midlevel Managers Trainers

Organizational

analysis

Is training important to

achieve our business

objectives?

How does training

support our business

strategy?

Do I want to spend

money on training?

How much?

Do I have the budget to

buy training services?

Will managers support

training?

Person

analysis

What functions or

business units need

training?

Who should be trained?

Managers?

Professionals?

Core employees?

How will I identify which

employees need

training?

Task analysis Does the company have

the people with the

knowledge, skills, and

ability needed to compete

in the marketplace?

For what jobs can

training make the biggest

difference in product

quality or customer

service?

What tasks should be

trained?

What knowledge, skills,

ability, or other

characteristics are

necessary?

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Technique Advantages Disadvantages

Observation Generates data relevant to

work environment.

Minimizes interruption of

work.

Needs skilled observer.

Employees’ behavior may be

affected by being observed.

Questionnaires Inexpensive

Can collect data from a

large number of persons.

Data easily summarized.

Requires time.

Possible low return rates,

inappropriate responses.

Lacks detail.

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Technique Advantages Disadvantages

Read technical

manuals and

records

Good source of

information on procedure.

Objective.

Good source of taskinformation for new jobs

and jobs in the process of

being created.

You may not be able to

understand technical

language.

Materials may be obsolete.

Interview subject

matter experts

Good at uncovering details

of training needs.Good at uncovering

causes and solutions of

problems.

Time consuming.

Difficult to analyze.

Needs skilled interviewer.

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Do We Want To Devote Time

and Money For Training?

Person AnalysisPerson Characteristics• Input• Output• Consequences• Feedback

Task Analysis or Developa Competency Model

• Work Activity (Task)

• KSAs

• Working Conditions

Organizational Analysis

• Strategic Direction

• Support of Managers

& Peers for Training

• Training Resources



Employees have the personal characteristicsnecessary to learn program content and applyit on the job.

The work environment will facilitate learningand not interfere with performance.

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Personal Characteristics

Ability and skill

Attitudes and motivation

Input Understand need to perform

Necessary resources (equipment, etc.)

Interference from other job demands

Opportunity to perform

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Output

Standard to judge successful performers

Consequences

Positive consequences/incentives to perform Few negative consequences to perform

Feedback

Frequent and specific feedback about how the job isperformed

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Self-efficacy is the employee’s belief that shecan successfully perform her job or learn thecontent of the training program.

The job environment can be threatening to manyemployees who may not have been successful in thepast.

The training environment can also be threatening to

people.

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Letting employees know that the purpose ofthe training is to try to improve performancerather than to identify areas in which

employees are incompetent.

Providing as much information as possibleabout the training program and purpose oftraining prior to the actual training.

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Showing employees the training success oftheir peers who are now in similar jobs.

Providing employees with feedback thatlearning is under their control and they havethe ability and the responsibility to overcomeany learning difficulties they experience in theprogram.

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Provide materials, time, job-related information,and other work aids necessary for employees touse new skills or behavior before participating intraining programs.

Speak positively about the company’s trainingprograms to employees.

Let employees know they are doing a good jobwhen they are using training content in their

work.

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Encourage work-group members to involveeach other in trying to use new skills on the jobby soliciting feedback and sharing training

experiences and situations in which trainingcontent was helpful.

Provide employees with time andopportunities to practice and apply new skills

or behaviors to their work.

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The performance problem is important and has thepotential to cost the company a significant amountof money from lost productivity or customers.

Employees do not know how to performeffectively.

Perhaps they received little or no previoustraining or the training was ineffective.

(This problem is a characteristic of the person)

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Employees cannot demonstrate the correctknowledge or behavior.

Employees were trained but they

infrequently or never used the trainingcontent on the job. (This is an inputproblem.)

Performance expectations are clear (input) andthere are no obstacles to performance such asfaulty tools or equipment.

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There are positive consequences for goodperformance, while poor performance is notrewarded.

Employees receive timely, relevant, accurate,constructive, and specific feedback about theirperformance (a feedback issue).

Other solutions such as job redesign or

transferring employees to other jobs are tooexpensive or unrealistic.

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If employees lack the knowledge and skill toperform and the other factors are satisfactory,training is needed.

If employees have the knowledge and skill toperform but input, output, consequences, orfeedback are inadequate, training may not bethe best solution.

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Task analysis results in a description of workactivities, including tasks performed by theemployee and the knowledge, skills, and abilitiesrequired to complete the tasks.

Task analysis should only be undertaken afteryou have determined from the organizationalanalysis that the company wants to devote time

and money for training.

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Select the job(s) to be analyzed.

Develop a preliminary list of tasksperformed by the job.

Validate or confirm the preliminary listof tasks.

Identify the knowledge, skills, orabilities necessary to successfullyperform each task.

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A competency refers to areas of personalcapability that enable employees to successfullyperform their jobs by achieving outcomes orsuccessfully performing tasks.

A competency can be knowledge, skills,attitudes, values, or personal characteristics.

A competency model identifies the competenciesnecessary for each job as well as the knowledge,

skills, behavior, and personality characteristicsunderlying each competency.

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They identify behaviors needed for effective jobperformance.

They provide a tool for determining what skills areneeded to meet today’s needs as well as thecompany’s future needs.

They help determine what skills are needed atdifferent career points.

They provide a framework for ongoing coaching andfeedback to develop employees for current and

future roles. They create a “roadmap” for identifying and

developing employees who may be candidates formanagerial positions.

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needs assessment - ppt 3

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