31375803 Training Needs Analysis

8/10/2019 31375803 Training Needs Analysis

1/43

TRAINING

NEED ANALYSIS


2/43

The bigger pictureOrganisational performance

Employee performance

Employee Skills, Knowledge and Attitudes

Employee education, experience and training


3/43

Training??

Training helps to

bridge the gapExistingSkills

KnowledgeAttitudes

RequiredSkillsKnowledgeAttitudes

TA is a tool to

identify the gap


4/43

TNA in essenceStart with future organisational goals and challenges

Assess re!uired employee performance to meet the goals and challenges

Assess re!uired employee Skills, Knowledge and Attitudes to deli"er the performance

#dentify employee training needs to bridge the gap

$

%

&

'


5/43

Needs Assessment DefinitionA needs assessment is the process of

identifying performance reuirements

and the !gap! bet"een "hatperformance is reuired and "hat

present#y e$ists%


6/43

Instructiona# Design &rocessAA()*E +ES#

+E-E(O. #/.(E/ET

E-A(0ATE


7/43

Ana#ysis

TRIGGER

'A(&)* 'E(&)

Input

Organizational analysis(b+ecti,es- Resources

En,ironment

Operational analysis

E$pected &erformance 'E&)

Person analysis

Actua# &erformance 'A&)

Identify &erformance

Discrepancy '&D)&D. E&/A&

And

0auses of &D

Training needs Nontraining needs

Output

Process


8/43

Step 12 Define the prob#em

DESIRED PERFORMANCE (Optimals)

- ACTUAL PERFORMANCE (Actuals)

= POSSIBLE TRAINING NEED

Describe Discrepancy


9/43

Step 32 Is it important4 5hy is it important4

5hat if you did nothing4

6o" big is it4 '7uantify if

possib#e)

8Is the cost of the discrepancy high

enough that it seems "orthpursuing a so#ution49


10/43

If the ans"er is no%%

IGNORE

REJOICE


11/43

Step :2 Determine 0ause's)Is it a problem of skill

or

a problem of will?

I don;t"anna< # don1t know

how2

# don1twanna3


12/43

If a s=i## deficiency%% &ro,ide training

&ro,ide practice

&ro,ide feedbac=

Simp#ify the tas=

De,e#op a +ob aid

(>T

Transfer

Terminate


13/43

Yes- it is a prob#em of "i##%%%

Changecontingencies

Reward

Per!or"anceincongruence?

And other question...

Pro#ide proper

!eedbac$Re"o#e

Obstac%es

Inadequate

!eedbac$ or

Obstac%es?


14/43

To so#,e a performance issue Training may not be the ans"er

Training may not be the on#y ans"er


15/43


16/43

Some uestions for TNA 56Y 4

56EN 4

56ERE to #oo= for performance

discrepancies4


17/43

?rame"or= for TNA Input

(rganiationa# Ana#ysis

(perationa# Ana#ysis

&erson Ana#ysis

&rocess

Determining the nature of &D and its causes% (utput

&ro,ides us training @ training needs%


18/43

(rganiationa# Ana#ysis

Provide information about:

Mission & strategiesof an organiation

ResourcesB their a##ocation- gi,en the ob+ecti,es

0apita# Resources 6uman Resources

Organizational environment2 Interna# factors thatmay be causing prob#ems

Impact of the preceding factors on de,e#oping-pro,iding B transferring the CSAa to the +ob iftraining is the chosen so#ution to the &D were tocollect data to identify the causes of &D


19/43

(perationa# Ana#ysisDetermines e$act#y "hat is reuired of

emp#oyees in order for them to be effecti,e2

CSAs reuired to meet e$pectations%

0haracteristics of tas= en,ironment '"or= f#o"-

ergonomics- etc) to be ab#e to meet e$pectations%

Incumbents B super,isors are uestioned%

!"#$ $O #%? !"OM $O #%?


20/43

!"#$ $O #%? !"OM $O #%?

Mission' (oals & Ob)ectives/Is there any genera# understanding of the

abo,e4

Top FanagementDepartment FanagersIncumbents

%ocial Influences?ee#ing about meeting goa#s4Socia# pressure for achie,ing goa#s4

Top FanagementDepartment FanagersIncumbents

Reward %ystem Top FanagementDepartment FanagersIncumbents

*ob +esign Super,isorsIncumbents

*ob Performance Super,isorsIncumbents

Metods & Practices Department FanagersSuper,isorsIncumbents


21/43

>ob Ana#ysis 5hat is the >ob4

5here to co##ect data4

5hom to as=4 Incumbents

Super,isors

5ho shou#d se#ect incumbents4 6o" many to

as=4 6o" to se#ect4

5hat to as= about4


22/43

>ob Ana#ysis Techniues 5or=er oriented approach

Tas= oriented approach

e%g%- +ob/duty tas= method

Rate CSAs as 8Importance to this +ob9as2

Doesnt app#y @ Finor @ Lo" @ A,erage @ 6igh @

E$treme B

Its 8Importance at the time of hire9%

*O, $#% ORI./$.+ !OR.R ORI./$.+


23/43

*O, $#%-ORI./$.+#PPRO#0"

!OR.R-ORI./$.+#PPRO#0"

Garage

Attendant

0hec=s tire pressure (btain information from

,isua# disp#ays

Fachinist 0hec=s thic=ness ofcran=shaft

Hse of a measuring de,ice

Dentist Dri##s out decay fromteeth

Hse of precisioninstruments

?or=#iftDri,er

Loads pa##ets of"ashers onto truc=s

6igh #e,e# of eye/handcoordination


24/43

>ob ana#ysis "hen no incumbents are

present 0ontact the manufacturer B as= if that @ simi#ar

euipment "as used e#se"here%

(btain specifications B operating manua#s for the ne"euipments%

Inter,ie" engineers responsib#e for designing the ne"euipment%

(btain b#ueprints B #ayouts of the physica# euipment as

"e## as f#o"charts of the operating soft"are% Identify t"o main tas=s as per Tas= B 5or=er oriented

approach%


25/43

>ob Ana#ysis indicate e$pected

performanceGi,es a #ist of tas=s B CSAs reuired to

perform the +ob%

Tas= information is used to2

Identifying the e$pected beha,ior

De,e#oping actua# training programs

E,a#uations of the training

Tas= information #eads to identification of

CSAs


26/43

0ompetency Fode#ingDe,e#op =ey competencies reuired for the +ob%

0ompetency123%4is a c#uster of re#ated CSAs thatdifferentiate 8high9 performers from a,erage performers%

0ompetency 'H%C- Aus%) is "hat someone needs to bedoing to be competent at their +ob%Fore generic in nature%Longer/term fit%

Inc#ude CSAs fee#ings B moti,ation%Tie into corporate goa#s%


27/43

Ad,antages Training based on tas= ana#ysis can be dated

uic=#y as "or= undergoes dynamic changes%

Nature of "or= is changing B emp#oyees aree$pected to in,o#,e in decision ma=ing B

customer satisfaction%

0orporate do"nsiing is changing tight#y defined+obs to a more f#e$ib#e "or= design%

0ompetencies he#p 6RD focus its training%


28/43

6o" is it done4

Feet upper management Determine strategies@goa#s specific cha##enges or specific focus% Generate some tentati,e competencies%

Identify specific +obs% Feet high performers from those +obs and their super,isors to2

Determine critica# incidents that distinguishes 8high performers9% ?ocus on the aspects that tie into the strategic direction of the company% ?ormu#ate some tentati,e competencies%

Determine the competencies that o,er#ap "ith upper managementcompetencies%

Jerify the preceding information "ith another group pf highperformers and their super,isors%

Lin= this information to +ob ana#ysis information obtained from the+ob to articu#ate specific CSAs that ma=e up the competency%


29/43

&erson Ana#ysisFethodo#ogy to identify those incumbents

"ho don;t meet the performance reuirements

'&D . E& A&)

In the proacti,e ana#ysis- E& is "hat is needed

in the future and A& is the current

performance #e,e#%


30/43


31/43

contd%% &roficiency Tests

0ogniti,e Tests2 Feasure #e,e#s of =no"#edge &aper B penci# Test in groups%

Meha,iora# Tests2 Determine needs re#ated to s=i##s reuired on the +ob%

Incorporate "or= samp#es% Assessment 0enters%

Sur,eys2 To +udge attitude%


32/43

Gathering TNA Data

Final Thoughts?or conceptua# understanding- di,ide the TNA into :distinct factors2

1% (rganiation

3% (peration

:% &erson

?or the TNA to be effecti,e- ensure that the organiation2

A##o"s de,e#opmenta# appraisa#s%

A##o"s se#f appraisa#%aces high ,a#ue on de,e#oping subordinates%

&ro,ide opportunities for training B mentoring%


33/43

(utcomes of TNA Identification of &Ds%

Identification of their causes%

Deciding "hether they are important enough tobe fi$ed up%

///////////////////////////////////////////////////////////

Training Needs

/&Ds that are due to #ac= of CSAs B for "hich training is aso#ution%

Non/Training Needs


34/43

Non Training Needs5here training is not the best so#ution%

No CSA Deficiency% 0aused by2 Re"ard @ punishment

Inappropriate @ inadeuate feedbac=

(bstac#es in the system

CSA Deficiency% So#utions cou#d be2 >ob Aids

&ractice

0hanging the +ob


35/43

Approaches to TNA &roacti,e TNA

?ocuses on future 6R reuirements% &repare for future promotions@transfers% &repare for changes in the current +ob% e%g%- Succession anning

Reacti,e TNA 'Repair Act) Megins "ith e$isting &D% ?ocus main#y on one department% Those "ho sho" &D are the =ey trainees% ?ocuses on a particu#ar part of the +ob%


36/43

Team"or=

in conducting

training need ana#ysis


37/43

Team"or=

Team"or= is a## about performing a tas= in a team-

"here in a## the members contribute to achie,e aspecified goa#%


38/43

Training need ana#ysis 'TNA)

In,estigation forms the basis of training need

ana#ysis and effecti,e in,estigation #eads to

effecti,e TNA% It in,o#,es obser,ing the day/to/day operations

of the organiation and interact "ith peop#e at a##

#e,e#s- from production #ine to management Faintain informa# contacts "ith indi,idua#s

throughout the organiation


39/43

TNA 'contd) Regu#ar#y assess the attitudes and fee#ings

of the organiation;s staff

Stay abreast of a## po#icies- procedures and

standards re#ating to "or= performance

?orma##y and informa##y gathering input

from ,arious constituencies


40/43

?ormation of tas= force in

conducting TNA

To do an effecti,e TNA- a permanent tas= force

is essentia#

Tas= force shou#d inc#ude representati,es fromeach department for effecti,e TNA

0hoose those "ho =no" and care about the

situation

Identify a contact person or 8champion9 "ho is

committed to training and "hom you can ca##

upon for support and resources


41/43

TNA and Design (nce the needs assessment is comp#eted and training ob+ecti,es are c#ear#y

identified- the design phase of the training and de,e#opment process is initiated2

Se#ect the interna# or e$terna# person or resource to design and de,e#opthe training%

Se#ect and design the program content%

Se#ect the techniues used to faci#itate #earning '#ecture- ro#e p#ay-simu#ation- etc%)%

Se#ect the appropriate setting 'on the +ob- c#assroom- etc%)%

Se#ect the materia#s to be used in de#i,ering the training '"or= boo=s-,ideos- etc%)%

Identify and train instructors 'if interna#)%


42/43

$e outcome of #nalysis pase creates blueprint

for te design pase%

Suppose a TNA is comp#eted and identified that super,isors need

training in effecti,e communication s=i##s% 5e then need to ma=e

some decisions- such as

5hat method of training to use

6o" much time to a##ot for the training

6o" many trainees to train at the same time

5hether training be on company time

5hether training be ,o#untary or mandatory

(n or off/site #ocation for training


43/43

Thank You !!!!!

Documents

31375803 Training Needs Analysis