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8/8/2019 Business Gap Analysis Tna
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INTRODUCTION
Effective training practices involve the use of
an instructional systems design process.
The instructional systems design processbegins by conducting a needs assessment.
The example of an US IT major shows, before
you choose a training methods, it is important
to determine whether training is necessary.
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THE NEEDS ASSESSMENT PROCESS
Reasons or Pressure
Points
OutcomesWhat 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 as
Selection or Job
Redesign
Who Needs the
Training?
In What DoThey Need
Training?
ORGANIZATION
ANALYSIS
TASK
ANALYSIS
PERSON
ANALYSIS
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Needs assessment involves:
ORGANIZATIONAL ANALYSIS involves determining:
the appropriateness of training, given the businessstrategy
resources available for training support by managers and peers for training
TASK ANALYSIS involves:
identifying the important tasks and knowledge, skill,
and behaviors that need to be emphasized intraining for employees to complete their tasks
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Needs assessment involves: (continued)
PERSON ANALYSIS involves:
determining whether performancedeficiencies result from a lack ofknowledge, skill, or ability (a training issue)or from a motivational or work designproblem
identifying who needs training determining employees readiness for
training
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Key Concerns of Upper- and Midlevel Managers and Trainers in
Needs Assessment
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 inproduct quality or customer
service?
What tasks should be trained?
What knowledge, skills, ability,or other characteristics are
necessary?
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Advantages and Disadvantages of Needs AssessmentTechniques
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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Advantages and Disadvantages of NeedsAssessment Techniques (continued)
Technique Advantages Disadvantages
Read technical
manuals and records
Good source of information on
procedure.
Objective.
Good source of task
information 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 andsolutions of problems.
Time consuming.
Difficult to analyze.
Needs skilled interviewer.
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THE NEEDS ANALYSIS PROCESS
Do We Want To Devote Time
and Money For Training?
Person Analysis
Person 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
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Readiness for training refers to whether:
Employees have the personal characteristics
necessary to learn program content and apply
it on the job.
The work environment will facilitate learning
and not interfere with performance.
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Factors that influence employeeperformance and learning:
PERSONAL CHARACTERISTICS
Ability and skill
A
ttitudes and motivation INPUT
Understand need to perform
Necessary resources (equipment, etc.)
Interference from other job demands
Opportunity to perform
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Factors that influence employeeperformance and learning: (continued)
OUTPUT
Standard to judge successful performers
CONSEQUENCES Positive consequences/incentives to perform
Few negative consequences to perform
F
EEDBACK Frequent and specific feedback about how the job
is performed
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SELF-EFFICACY
Self-efficacy is the employees belief that s/he
can successfully perform her/his job or learn
the content of the training program.
The job environment can be threatening to many
employees who may not have been successful in
the past.
The training environment can also be threateningto people.
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Employees self-efficacy level can beincreased by:
Letting employees know that the purpose of
the training is to try to improve performance
rather than to identify areas in which
employees are incompetent.
Providing as much information as possible
about the training program and purpose of
training prior to the actual training.
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Employees self-efficacy level can beincreased by: (continued)
Showing employees the training success of
their peers who are now in similar jobs.
Providing employees with feedback that
learning is under their control and they have
the ability and the responsibility to overcome
any learning difficulties they experience in the
program.
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To ensure that the work environmentenhances trainees motivation to learn:
Provide materials, time, job-related information,and other work aids necessary for employees touse new skills or behavior before participating in
training programs. Speak positively about the companys training
programs to employees.
Let employees know they are doing a good job
when they are using training content in theirwork.
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To ensure that the work environmentenhances trainees motivation to learn: (contd)
Encourage work-group members to involve
each other in trying to use new skills on the
job by soliciting feedback and sharing training
experiences and situations in which training
content was helpful.
Provide employees with time and
opportunities to practice and apply new skillsor behaviors to their work.
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To determine if training is the best solution,assess whether:
The performance problem is important and hasthe potential to cost the company a significantamount of money from lost productivity or
customers.
Employees do not know how to performeffectively.
Perhaps they received little or no previous trainingor the training was ineffective.
(This problem is a characteristic of the person)
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To determine if training is the best solution,assess whether: (continued)
Employees cannot demonstrate the correct
knowledge or behavior.
Employees were trained but they infrequently or
never used the training content on the job. (This
is an input problem.)
Performance expectations are clear (input)
and there are no obstacles to performancesuch as faulty tools or equipment.
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To determine if training is the best solution,assess whether: (continued)
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 ortransferring employees to other jobs are tooexpensive or unrealistic.
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IS TRAINING THE BEST SOLUTION?
If employees lack the knowledge and skill to
perform and the other factors are satisfactory,
training is needed.
If employees have the knowledge and skill to
perform but input, output, consequences, or
feedback are inadequate, training may not be
the best solution.
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TASK ANALYSIS
Task analysis results in a description of work
activities, including tasks performed by the
employee and the knowledge, skills, and
abilities required to complete the tasks.
Task analysis should only be undertaken after
you have determined from the organizational
analysis that the company wants to devote timeand money for training.
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STEPS IN A TASK ANALYSIS
Select the job(s) to be analyzed.
Develop a preliminary list of tasksperformed by the job.
Validate or confirm the preliminary list oftasks.
Identify the knowledge, skills, or abilities
necessary to successfully perform eachtask.
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COMPETENCY MODELS
Acompetency refers to areas of personalcapability that enable employees to successfullyperform their jobs by achieving outcomes or
successfully performing tasks. A competency can be knowledge, skills, attitudes,
values, or personal characteristics.
Acompetency model identifies the
competencies necessary for each job as well asthe knowledge, skills, behavior, and personalitycharacteristics underlying each competency.
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Competency models are useful for trainingand development in several ways:
They identify behaviors needed for effective jobperformance.
They provide a tool for determining what skills are neededto meet todays needs as well as the companys future
needs. They help determine what skills are needed at different
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 for managerialpositions.