Training Policy and Procedures

Workshop on Training Needs AnalysisPresented by: Department of Training and Development

11ContentsObjective IntroductionConcept of TNADefinition of TNAWhen Training is AppropriateWhen Training is not the Best Intervention Why TNARole of TNAThree Level of TNA Analysis TNA-Data Gathering Method

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1. Objective3Discuss the reasons to execute a training needs assessment.

2. Describe the three steps to conduct a training needs assessment: organization, person/learner, and task analysis.

3. Describe the methods available to collect needs assessment data.

2. Introduction 4Sales director complains that her sale officers are not making their monthly quotas. She/he convinced they need more sales training to address this issue and asks you to design Training.

What would you do?

Process of Consideration 5How do you determine the exact cause of the sales officers failure to meet their sales quota and whether training is the answer?

Process:Conduct a performance analysis; desired vs. actual employee performance. What is the difference in current vs. desired performance?Conduct a training needs assessment (TNA) to determine if training is the most appropriate intervention. How can the performance gap most effectively be eliminated?3. Concept of TNA

6TNA is about the gap finding between what is currently in place and what is needed, now and in the future.

What the organization expects to happen and what actually happens. Current and desired job performance. Existing and desired competencies and skills. Problem solving or productivity issues.Result of TNA answered two very basic questions: who, if anyone, needs training and what training is needed. 4. Definition of TNA

7A TNA is the process to determine whether training to address a performance gap is necessary. if it does, what training is required to fill the gap.

5. When Training is AppropriateTraining might be appropriate when:Poor performance (resulting from a knowledge or skill deficiency).Legislation or policies requiring new knowledge or skills.New technology.A customer complaints Large staff turn overNew jobs, New equipment

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9Training is not the best intervention when the performance issue is a result of:Recruiting, selection or compensation problems. Policies and procedures issues. A lack of coaching and feedback.Insufficient tools, equipment or resources.Physical setting problems. A lack of motivation (job-person fit; person-org fit); a wont do issue.

6. When Is Training NOT the Best Intervention?7. Why TNA

10Avoid training for training sake.Supports cost effective training.Targets areas of greatest need.Gives information on the organization's climate.Gives commitment from managers and trainersSeparates the symptoms from the causes.Fulfill the organizational goals and objectivesFocus on Outcome

Value & Frequency Matrix11

Example of Greatest Needs Urgency & Importance Matrix

Example of Symptom and Cause Department Manager complains about the new recruited staff12Diagnose Solution Recruitment Process Review and revise the recruitment processOrientation Process See what is the problem of process On the job training/mentoring Offer the training to department manager how to train and mentor employee

8. Role of TNA13A TNA is the first step in the training process model.

TNA assessment involves:Organization analysis.Task analysis.Person/learner analysis.

Organization Tasks Personal

149. Three Level of TNA Analyses

ORGANISATIONAL ANALYSIS

15Information required to conduct an organizationalanalysis:Organization's vision, mission, goals and objectives. Staffing inventory - succession planning, long-and short - term staffing needs. Skills inventory - currently available, short- and long-term needs. Employees attitudes and satisfaction.

TASK ANALYSIS

Detailed analysis of a job to identify specific skills, knowledge and attributes required to perform it.Job TasksKnowledgeSkill StepsIt is Involved breaking a job into major tasks, knowledge, skill and steps to identify learning outcomes.16

TASK ANALYSIS (Example)Task Knowledge

Skill

Answers incoming calls promptly and courteously Company procedure for greeting callers

Switchboard operation Assertive and courteous telephone manner

Ascertains the nature of the call and directs it to the most appropriate person.

Functions within the company

Extensions

Questioning and listening techniques

Takes messages accurately when required.

Company procedure for recording messages

Judging when to offer to take messages Memo-writing proficiency

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GAP Analysis ExampleTaskCurrent Performance Required Performance Operator: To make monthly report for calls received to Admin Manager every Saturday by Using Excel Format Provided.Employee often makesmistakes, missing outinformation and often late.Complete and accuratereports are submittedevery Saturday.Employee repeatedlyasks for assistance onproducing the reportEmployee is able toproduce reports with noassistance.18What is the gap?

19SITE INSPECTORKNOWLEDGE OF CONSTRUCTION PROCESS.PROCESS COURSEJOB POSITIONSKILLS AND KNOWLEDGE REQUIREMENT/SRECOMMENDED TRAINING MODULE/SCOURSE OR PROGRAM OUTLINEBASIC CONSTRUCTION (Simple)

WORKING KNOWLEDGE (Complex)

FULLY-OPERATIONAL (High-Complex)

SAMPLE SKILLS REQUIREMENTS ANALYSIS

Skill matrix with gap indications (Example)NameCut off roof Cut out windowsFit high roofFit windowsFit vents

Thread wiring Total

NeedGapVichet53-Samphors43-Veasna33-Tola132Samol231Dara231Vibol231Total352432A= Quality to required standard B= Quality below required standard 1= Speed to required standard 2= Speed below required standard Need 333333Gap--1--120

PERSONAL ANALYSIS

Analyses how well an employee is doing the job. Determines who needs training and what training is required. May be carried out through:Performance appraisal - to identify weaknesses and areas of improvement.Observation of work performances and behaviour of an employee such as productivity, absenteeism, accidents and even customer complaints etc.Data sources include learners, managers and document reviews (personnel records, prior training records, or testing).

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PERSONAL ANALYSIS

22May be carried out through: Work samples - examining work quality generated Interviews - with manager, supervisor or employee Attitude surveys - to measure morale, motivation and satisfaction

23ObservationPro: Generates data relevant to work environment and minimizes work interruptions.Con: Requires a skilled observer. Employees behavior may be affected by being observed. In addition, it is time consuming.QuestionnairePro: Inexpensive and can collect data from a number of people.Con: Provides limited information. There are also anonymity concerns.InterviewsPro: Good at uncovering details of training needs and the trainer can explore questions that arise.Con: It is time consuming and difficult to analyze. To succeed, need a skilled interviewer.Focus Group:Pro: Useful with complex or controversial issues that one person may be unable or unwilling to explore.Con: Time consuming to organize; status or position differences may limit participation.Document ReviewPro: Good source of information on procedure; apprasial, objective.Con: May not be available, accessible, or valid.

10. TNA Data-Gathering Methods

Remark24Organizational performanceEmployee performanceEmployee Skills, Knowledge and AttitudesEmployee education, experience and trainingBig Picture of Training

25 High

Job Knowledge/ Skill

LowProblem: Low Motivation

MethodAssess personal consequences/ rewards systemProblem: Systemic

MethodConsider system issues, problem is out of control of the employee Problem: Bad Fit

MethodConsider improper placement of employee in the positionProblem: Lack of Knowledge or Tools

MethodTrainingLow High Employee attitude/desire to perform the jobRemark

RemarkTraining may not be the answer

Training may not be the only answer

Training is not what is ultimately importantperformance is.26

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