Need Analysis Lecture 3

8/3/2019 Need Analysis Lecture 3

1/34

Lecture 3

September 22,2011


2/34

Why is Needs Assessment Necessary?

Training may be incorrectly used as a solution to aperformance problem.

Training programs may have the wrong content,objectives, or methods.

Trainees may be sent to training programs for whichthey do not have the basic skills, prerequisite skills, or

confidence needed to learn


3/34

Why is Needs Assessment Necessary? Training will not deliver the expected learning,

behavior change, or financial results that the companyexpects.

Money will be spent on training programs that areunnecessary because they are unrelated to thecompanys business strategy.


4/34

Causes and Outcomes of Needs

Assessment


5/34

Key Concerns of Upper-Level and Mid-Level

Managers and Trainers in Needs Assessment


6/34

Who Should Participate in Needs

Assessment It is important to get a sample of job incumbents

involved in the needs assessment because:

they tend to be most knowledgeable about the job.

they can be a great hindrance to the training process ifthey do not feel they have had input in the process.

Job incumbents employees who are currently

performing the job.


7/34

Advantages and Disadvantages of

Needs Assessment Techniques


8/34

Advantages and Disadvantages of

Needs Assessment Techniques


9/34

Methods Used in Needs

Assessment Because no one technique of conducting needs

assessment is superior to the others, multiple methodsare used.

Many companies are following benchmarking using information about other companies trainingpractices to help determine the appropriate type, level,and frequency of training.


10/34

The Needs Assessment

Process


11/34

Questions to Ask in an

Organizational Analysis


12/34

Questions to Ask Vendors and

Consultants


13/34

The Needs Assessment Process Person analysis involves:

determining whether performance deficiencies resultfrom a lack of knowledge, skill, or ability (a trainingissue) or from a motivational or work-design problem.

identifying who needs training.

determining employees readiness for training.


14/34

The Needs Assessment Process

(cont.) Readiness for training refers to whether:

employees have the personal characteristics necessary tolearn program content and apply it on the job.

the work environment will facilitate learning and notinterfere with performance.

This process includes evaluating person

characteristics, input, output, consequences, andfeedback.


15/34

The Needs Assessment ProcessA major pressure point for training is substandard or

poor performance.

Another potential indicator of the need for training isif the job changes such that current levels ofperformance need to be improved or employees mustbe able to complete new tasks.


16/34

Process for Analyzing the Factors That Influence

Employee Performance and Learning


17/34

The Needs Assessment Process Cognitive abilityincludes three dimensions: verbal

comprehension, quantitative ability, and reasoningability.

Readabilityrefers to the difficulty level of writtenmaterials; readability assessment usually involvesanalysis of sentence length and word difficulty.


18/34

The Needs Assessment Process Employees self-efficacy level can be increased by:

Letting employees know the purpose of training.

Providing as much information as possible about thetraining program and the purpose of training prior tothe actual training.


19/34

The Needs Assessment Process Employees self-efficacy level can be increased by:

Showing employees the training success of their peerswho are now in similar jobs.

Providing employees with feedback that learning isunder their control and they have the ability and theresponsibility to overcome any learning difficulties theyexperience in the program.


20/34

The Needs Assessment Process To ensure that the work environment enhances

trainees motivation to learn:

Provide materials, time, job-related information, andother work aids necessary for employees to use newskills or behavior before participating in trainingprograms.

Speak positively about the companys training programs

to employees.


21/34

The Needs Assessment Process To ensure that the work environment enhances

trainees motivation to learn:

Encourage work-group members to involve each other intrying to use new skills on the job.

Provide employees with time and opportunities topractice and apply new skills or behaviors to their work.


22/34

The Needs Assessment Process To determine whether training is needed to solve a

performance problem, managers should assess thefollowing:

Is the performance problem important? Does it have thepotential to cost the company a significant amount ofmoney from lost productivity or customers?

Do the employees know how to perform effectively?

Can the employees demonstrate the correct knowledgeor behavior?


23/34

The Need Assessment Process To determine whether training is needed to solve a


Were performance expectations clear (input)? Werethere any obstacles to performance such as faulty toolsor equipment?

Were positive consequences offered for good

performance? Was good performance not rewarded?


24/34

The Need Assessment Process To determine whether training is needed to solve a


Did employees receive timely, relevant, accurate,constructive, and specific feedback about theirperformance?

Were other solutions such as job redesign or transferring

employees to other jobs too expensive or unrealistic?


25/34

The Need Assessment Process Task analysis identifies the important tasks and

knowledge, skills, and behaviors that need to beemphasized in training for employees to complete

their tasks.

Job specific position requiring the completion ofcertain tasks.

Task employees work activity in a specific job.


26/34

The Need Assessment Process Knowledge includes facts or procedures.

Skill indicates competency in performing a task.

Abilityincludes the physical and mental capacitiesto perform a task.


27/34

Example of the Relationships among a Critical Job Issue,

a Critical Process Issue, and a Critical Business Issue


28/34

The Needs assessment process Steps involved in a task analysis

Select the job or jobs to be analyzed.

Develop a preliminary list of tasks performed on the jobby:

interviewing and observing expert employees and theirmanagers.

talking with others who have performed a task analysis.


29/34

The Needs assessment process Steps involved in a task analysis

Validate or confirm the preliminary list of tasks.

Once the tasks have been identified, it is important toidentify the knowledge, skills, or abilities necessary tosuccessfully perform each task.


30/34

Key Points to Remember When

Conducting a Task Analysis


31/34

Competency Models

Competencyareas of personal capability thatenable employees to successfully perform their jobs byachieving outcomes or successfully performing tasks.

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

Competency modelidentifies the competenciesnecessary for each job.


32/34

Example of Competencies

and a Competency Model


33/34

Process Used in Developing a

Competency Model


34/34

Scope of Need Assessment Time constraints can limit the length and detail

obtained from a needs assessment.

Arapid needs assessment refers to a needsassessment that is done quickly and accurately, butwithout sacrificing the quality of the process or theoutcomes.

There are seven ways to conduct a rapid needsassessment.

Documents

Need Analysis Lecture 3