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Training Needs Analysis

Introduction

“Many training efforts are begun without any reason,

continued with no purpose, and end with no results"

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The ADDIE Model

The ADDIE Model Assessment: Data collection to identify gaps between actual and desired

organizational performance

Design: Decisions for course content, goals, and objectives

Development: Decisions on types of training methods as well as creating the material

Implementation: Delivery of the program to the participants. It includes a four-step process:

1. Pilot program

2. Revisions of content

3. Scheduling

4. Announcing and

implementing the

program

Evaluation: Comparing the final results to the pre-set objectives.

There are four levels of evaluation:

1. Reaction

2. Learning

3. Behavior

4. Results

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Training Needs Analysis• Training Needs Analysis (TNA) is a systematic

method for determining what caused performance to be less than expected or required.

Need assessment can be used to identify:

• The organization’s goals and its effectiveness in reaching these goals

• Gaps between current and future performance

• Types of programs needed

• The target audience for the programs

• Base-line information to evaluate effectiveness

TRAINING NEEDS ANALYSIS

100 %

75 %

50 %

90 %

standard/preferred

performance

present level of

actual performance

GAP-TRAINING NEEDS

SKILLS, KNOWLEDGE AND ATTITUDE

TRAINING REQUIREMENTS

0 %

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Analysis Phase Process

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Input Process Output

TRIGGER

Actual Organizational

Performance

(AOP) < Expected

Organizational

Performance (EOP)

Identify

Performance

Discrepancy (PD)

PD = EP < AP

And Causes of PD

NonTrainingNeeds

Training

Needs

Resources

OperationalAnalysis

ExpectedPerformance(EP)

Person AnalysisActualPerformance(AP)

OrganizationalAnalysis

Objectives

Environment

Levels of Needs Analysis

• 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.

• 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 it is also called Job analysis or task analysis.

• 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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The Framework for Conducting a TNA

The organizational analysis

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

• the organizational analysis identifies constraints on training

• 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.

• Data gathered from the organizational analysis must be examined to determine if it is aligned with the training that is to be provided

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Interviews• Interviewing employees is an effective

way for gauging their training needs, because training managers can ask specific questions and the employee can respond in depth, giving a more complete picture of the situation.

• Managers can learn more about the strengths and weaknesses of their team, and determine which business practices they would like to or need to learn better. In order to gauge employees accurately, predetermined questions should be used in the interviewing process

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Sample Questions• When writing interview questions, make sure some of the questions are

open ended so that you encourage a conversation.

• This means avoiding questions that will elicit a yes or no response or other one word answer.

• This will allow you to gather qualitative data i.e. long answers that involve opinions and thoughts of the interviewee.

• In addition, you may want to start the interview by asking a few questions that gather some qualitative data on the person you are interviewing or their team members if they are a supervisor such as:

Operational analysis

• 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

• 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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Operational analysis

• 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.

• Job analysis KSAs

– -Knowledge

– -Skill

– -Attitude13

Operational analysis Steps of job analysis:

• What is the job?

– Regardless of the title

• Where to collect data?

• Who to ask?

– Incumbent or supervisor

• Who should select the incumbent?

– Job analyst not a supervisor

• How many to ask?

– Depends on time available and number of incumbent in each job

• How to select?

– Representative sampling of all incumbents

• What to ask about?

– Worker oriented or task oriented 14

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Operational analysis

Task oriented job analysis

– Identifies the various work activities required to perform the job

– After the tasks are identified examine these tasks to determine the KSAs necessary to perform them

– Now you have justifications for the KSAs and potential ideas for developing training

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Applying the Job-Duty-Task Method of Job Analysis to the Job of HRD Professional—Part 1 of 2

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2. List subtasks 1. Observe behavior List all remaining acts

Classify behavior

2. Select verb State correctly

Have grammatical skill

3. Record behavior Record so it is neat and

understood by others

1. List Tasks 1. Observe behavior List four characteristics of behavior

Classify behavior

2. Select verb Have knowledge of action verbs

Have grammatical skills

3. Record behavior State so understood by others

Record neatly

Tasks Subtasks Knowledge and

Skills Required_________________ ______________________ __________________________

Job Title: ___________________ Specific duty: _______________HRD Professional Task Analysis

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Applying the Job-Duty-Task Method of Job Analysis to the Job of HRD Professional—Part 2 of 2

Job Title: _HRD Professional_________ Specific duty: __Task Analysis______

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Tasks Subtasks Knowledge and Skills Required

_____________ ________________ __________________________3. List Knowledge 1. State what must be Classify all information

known

2. Determine complexity Determine whether skills represent a series

of skill of acts that must be learned in a sequence

Forms for Recording Task Analysis Results Using the Job-Duty-Task Method of Job Analysis

Job Title: Specific Duty:

Tasks Subtasks Knowledge and Skills Required

1. 1.2. 3.

2. 1. 2. 3.

3. 1. 2.

.

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Person analysis

• 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.

• 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

Person analysis

• Expected performance –Actual performance = Performance gap

– Performance Appraisal

– Self-Ratings

– Behavioral Tests

– Attitude Measures

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What is an Employee Survey?• Often an essential component of

organizational training and development,

• Employee Attitude surveys provide a picture of your organization's needs.

• These surveys can be used to solicit employee opinions on a variety of issues such as the company's success in communicating its mission to employees, or local issues such as quality of the working environment.

• These surveys often contain a series of multiple choice items grouped along one or more dimensions of the organization.

Survey content• These surveys often contain a series of multiple choice items grouped

along one or more dimensions of the organization. • The types of items included in these surveys may concern areas such as:

•Creativity

•Innovation

•Satisfaction

•Senior Management

•Interpersonal Relations

•Functional Expertise

•Compensation

•Ability to Listening

•Customer Service

•Communication

•Obtaining Results

•Analytical Thinking

•Mentoring

•Strategic Leadership

•Teamwork

•Adaptability

•Staff Development

•Leadership

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Survey Design

• Develop survey instrument by synthesizing the information gathered from needs analysis, focus groups and other documents available Determine the rating scale to be used:

– Strongly agree | agree | (neither agree nor disagree) | disagree | strongly disagree.

– Excellent | good | fair | poor

– All of the time | most of the time | some of the time | hardly ever | never

– To a very great extent | to a great extent | to some extent | to a very little extent | to no extent at all

– Very satisfied | satisfied | (neither satisfied nor dissatisfied) | dissatisfied | very dissatisfied

Questions Sample• I am given a real opportunity to improve my skills in this Company• I am provided with opportunities to improve my skills.• I get the training I need to do a first-class job.• I get the training I need to do my job well.• I participate in training and development opportunities that are

available to me.• My agency offers enough training opportunities.• My training meets my needs for my current jobMy training meets

my needs for my current job• Opportunities for professional development• The training opportunities provided by the company to help you

perform your job

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Develop Questionnaire• A questionnaire used for Employee Attitude/Opinion Surveys

typically contains items that are rated on a 5 point scale. These items may be developed to measure different dimensions of the organization (e.g., communication, teamwork, leadership, initiative, management, compensation, ...). Questionnaires also typically include one or more open-ended questions to solicit written feedback.

• Questionnaires typically include from 50 to 100 items. When estimating the amount of time to complete the questionnaire you should estimate about 1 minute per questionnaire item.

• If using a printed questionnaire form, you should consider using forms that can be scanned into a computer.

• It should be noted that the design of a questionnaire is usually an iterative process -- questions are formulated, tested, reformulated, tested, and so on.

Data Analysis• Analyze the data

• Basic data analysis would include averages of ratings. More complicated analyses may include item-analysis and/or factor-analysis. Types of analyses include: Performance Dimension Summary; Summary-Performance vs. Expected; Individual Item Ratings; Item Ratings-Performance vs. Expected (normed); Highest- or Lowest-Rated Items (shows individual's strengths and weaknesses); Group & Organizational Ranking, and Recommendations for Development. You may want to analyze the data by organizational division or department to assess group and organizational strengths and weaknesses. This can be used to support or promote training and organizational development.

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Communicating ResultsWritten Interpretive Reports• Examine data through written interpretive reports, which

summarize the results of your study. We can provide reports that identify themes in the data, and provide conclusions and recommendations.

Presentation of Survey Results• The analysis of data in report format, or on a variety of other

media, such as CD-ROM, diskette, or Internet. Develop and Distribute Results• Feedback results should be shared with the employees. You may

want to provide individual review sessions or group workshops conducted by a facilitator to help individuals review and understand the results and develop appropriate goals and objectives.

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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

Chapter 4 30

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Data AnalysisWhen engaged in focusing, the assessor analyzes the information obtained from scanning to find out:

How widespread the discrepancy is within

the organization.

The potential harm it could do to the

organization.

If the discrepancy exists because the

concerned employees lack the knowledge

or skill to perform correctly.

If the discrepancy is caused by non-skill

related factors or conditions.

Specifying Training Needs (cont.)

Statements that are likely to be heard from managers about skilled employees who are not performing correctly. Statements of this sort are valuable clues that the discrepancy is a deficiency of execution.

• They aren't motivated.

• They just don't want to do it.

• They simply don't care.

• They are too lazy to do it.

• They don't have the right attitude.

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Statements that are likely to be heard from non-performing employees themselves.

• We're too busy to do it.

• That isn't our job.

• They'll fire us if we do it.

• They'll laugh at us if we do it.

• Not now…. later.

Specifying Training Needs (cont.)

Making a Decision Propose Solutions

• If a performance gap is identified and HRD is a potential solution, alternatives should be identified:

o In house training

o Off the shelf training (third party contractor)

o Public seminar

Calculate cost of Training

• Cost per Trainee = Total cost of training

Number of people trained

• Training cost includes direct and indirect costs

Choose and implement the training:

• After calculating the cost of each alternative, choose the most profitable solution.

Balsam Abdel Momen, PHR 34

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