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7/29/2019 Needs Assessment - PPT 3
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Needs Assessment
7/29/2019 Needs Assessment - PPT 3
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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
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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
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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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