Presentation Dusit Khawloueng

Methods of needs assessment for training in the informal employment sector

Dr. phil. Dusit Khawloueng, VIENTIANE, 16.03.2010

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Training Needs Analysis

The boss wants some training.

What is wrong in your company?

Performance improvement is the focus of training.

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Training Needs Analysis (TNA) is a systematic method for determining what caused performance to be less than expected or required.

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Actual organizational performance (AOP) is the performance level of the organization, department or unit.

Actual performance (AP) is the actual level of performance by an individual in the job.

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Note that doing needs assessment occur when actual organizational performance (AOP) is less than expected organizational performance (EOP).

Organizational performance gap (OGP)

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The expected organizational performance (EOP) is the level or goal that has been set and is expected of the organization, department or unit in key performance areas (e.g. profits, market share, absenteeism, etc.)

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Expected performance (EP) is the level of performance expected of an employee holding a particular job.

Organizational performance gap (OGP) is the difference between the organization’s expected performance and its actual performance on key performance indicators (e.g. profits, market share, absenteeism, etc.)

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We need to identify where these differences exist in terms of the problems or needs.

What is causing the problem?

How many meetings are ineffective?

Are other issues causing the meetings to be ineffective?

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That is why do you conduct a training needs analysis (TNA)?

You do conduct a TNA because you want to determine exactly what the deficiencies are.

A TNA is important because it helps determine whether training can correct the performance problem.

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A TNA indicates that employees lack necessary KSAs to do the job and that they require training.

Employees have KSAs to do the job, but there are roadblocks that prevent effective performance.

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If you conduct a TNA, you could

accomplish several important things:

Increase the chances that the time and money spent on training is spent wisely.

Determine the benchmark for evaluation of training.

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If you conduct a TNA, you could

accomplish several important things:

Increase the motivation of participants, and

Align your training activities with the company’s strategic plan.

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Training Needs Analysis Model

Input

TRIGGER

Actual Organizational

Performance

(AOP)<Expected

Organizational

Performance (EOP)

Organizational

AnalysisObjectives

Resources

Environment

Operational

Analysis

Expected Performance

(EP)

Person

Analysis

Actual Performance

(AP)

Identify

Performance

Discrepancy (PD)

PD = EP-AP

and Cause of PD

Training

Needs

Process Output

(P. Nick Blanchard, and James W. Thacker, 2007, p.100)

Nontraining

Needs

ANALYSIS PHASE

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Trigger event.

Input phase consist of an organizational analysis, an operational analysis, and a person analysis.

Customer analysis

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An organizational analysis is an examination of an organization’s strategy, its goals, objectives, systems, and practices in place to determine how they affect employee performance.

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An operational analysis is an examination of specific jobs to determine the requirements in term of the tasks required to be done, and the KSAs required to get the job done.

Job analysis or task analysis.

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A person analysis is an examination of the employees in the jobs to determine whether they have the required KSAs to perform at the expected level.

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A customer analysis is an examination of the customers’ needs, expectation to determine whether they like or unlike for evaluation the quality of service.

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In the process phase, the operational analysis provided information on expected performance.

Expected performance (EP) is the level of performance expected in a particular job.

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The person analysis provides information on actual performance.

Actual performance (AP) is the current level of performance by an individual on a particular job.

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The difference between actual organizational performance and expected performance is called an organizational performance gap.

The difference between actual and expected performance obtained from the operational and person analysis of the TNA is simply termed a performance gap.

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The output phase is your conclusion as whether the PG indicates either training or non-training needs, and in some cases, both.

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Types of TNA

Reactive TNA is a type of TNA that focuses on a performance problem that current exists.

Proactive TNA is focusing on a performance problem anticipated in the future.

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The Framework for Conducting a TNA

Organizational analysis

Operational analysis

Person analysis

Customer analysis

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Organizational analysis involves looking at the internal environment of the organization, influences that could affect employee performance, and determining its fit with organizational goals and objectives.

It is this analysis that provides identification of PD at the organizational level.

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The organizational analysis is also an examination of how the internal environment affects job performance.

Finally, the organizational analysis identifies constraints on training.

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Organizational analysis

- The mission and strategies,

- The resources and allocation of the resources, given the objectives,

- The factors in the internal environment and,

- The other factors that facilitate an employee’s ability to meet job performance expectation.

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Operational analysis examines specific jobs to determine the requirements (KSAs) necessary to get the job done (i.e. expected job performance).

This process is generally called a job analysis or task analysis

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And it requires an extensive analysis of a job to determine all the tasks necessary to perform the job at the expected level.

After all tasks are identified, the next step is to determine the KSAs necessary to perform each of the tasks.

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Each tasks needs to be examined by asking the question, what knowledge, skills, attitudes are necessary to be able to perform this task at the expected level?

The KSAs obtained from the analysis are the ones that an incumbent have to perform at the expected level.

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Job analysis

KSAs

- Knowledge

- Skill

- Attitude

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Person analysis examine those who occupy the jobs to see whether they posses the require KSAs necessary to do the job.

Here we measure the actual job performance of those on the job to see whether they are performing at an acceptable level.

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This task might seem easy enough; simply look at the supervisor’s appraisal of the incumbents.

Other methods are also used to obtain this type of information for example, asking incumbents themselves, or asking coworkers.

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Person analysis

Expected performance – Actual performance = Performance gap

Performance Appraisal

Self-Ratings

Behavioral Tests

Attitude Measures

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Customer analysis

- Survey in cycle of service

- Survey by questionnaire, interview, observation.

- Study and survey in expectation of customer about the service that they need to find the organizational deficiency.

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Output of TNA

Training-needs

Non-Training Needs

Non-Training Needs that have no KSA Deficiency

reward/punishment incongruence

Inadequate or inappropriate

feedback and/or

Obstacles in the system

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Output of TNA

Non-Training Needs

Non-Training Needs that have KSA Deficiency

Job-Aids

Practice

Changing the Job Itself

Training needs

Thank you for your attention.

Dr. phil. Dusit Khawloueng, VIENTIANE, 16.03.2010

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Presentation Dusit Khawloueng