8/2/2019 819(3)

http://slidepdf.com/reader/full/8193 1/10

 

Assignmentsolutions

Ph# 031-44904490 Page 1

Summary

The purpose of a training needs assessment is to identify performance requirements or

needs within an organization in order to help direct resources to the areas of greatest need, those

that closely relate to fulfilling the organizational goals and objectives, improving productivity

and providing quality products and services.

The needs assessment is the first step in the establishment of a training and development

Program. It is used as the foundation for determining instructional objectives, the selection and

design of instructional programs, the implementation of the programs and the evaluation of the

training provided. These processes form a continuous cycle which always begins with a needs

assessment.

8/2/2019 819(3)

http://slidepdf.com/reader/full/8193 2/10

 

Assignmentsolutions

Ph# 031-44904490 Page 2

Introduction

The training needs assessment is a critical activity for the training and development

function. Whether you are a human resource generalist or a specialist, you should be adept at

performing a training needs assessment. This paper will begin with an overview of the training

and development function and how the needs assessment fits into this process, followed by an in-

depth look at the core concepts and steps involved in conducting a training needs assessment.

Background

Designing a training and development program involves a sequence of steps that can be

grouped into five phases: needs assessment, instructional objectives, design, implementation and

evaluation. To be effective and efficient, all training programs must start with a needs

assessment. Long before any actual training occurs, the training manager must determine the

who, what, when, where, why and how of training. To do this, the training manager must analyze

as much information as possible about the following:

  Organization and its goals and objectives.

  Jobs and related tasks that need to be learned.

  Competencies and skills that are need to perform the job.

 Individuals who are to be trained.

Overview of Training and Development

The first step in designing a training and development program is to conduct a needs assessment.

The assessment begins with a "need" which can be identified in several ways but is generally

described as a gap between what is currently in place and what is needed, now and in the future.

Gaps can include discrepancies/differences between:

  What the organization expects to happen and what actually happens.

  Current and desired job performance.

  Existing and desired competencies and skills.

A need assessment can also be used to assist with:

8/2/2019 819(3)

http://slidepdf.com/reader/full/8193 3/10

 

Assignmentsolutions

Ph# 031-44904490 Page 3

  Competencies and performance of work teams.

  Problem solving or productivity issues.

  The need to prepare for and respond to future changes in the organization or job duties.

The results of the needs assessment allows the training manager to set the training objectives by

answering two very basic questions: who, if anyone, needs training and what training is needed.

Sometimes training is not the solution. Some performance gaps can be reduced or eliminated

through other management solutions such as communicating expectations, providing a

supportive work environment, arranging consequences, removing obstacles and checking job fit.

Once the needs assessment is completed and training objectives are clearly identified, the design

phase of the training and development process is initiated:

  Select the internal or external person or resource to design and develop the training.

  Select and design the program content.

  Select the techniques used to facilitate learning (lecture, role play, simulation, etc.).

  Select the appropriate setting (on the job, classroom, etc.).

  Select the materials to be used in delivering the training (work books, videos, etc.).

  Identify and train instructors (if internal).

After completing the design phase, the training is ready for implementation:

  Schedule classes, facilities and participants.

  Schedule instructors to teach.

  Prepare materials and deliver them to scheduled locations.

  Conduct the training.

The final phase in the training and development program is evaluation of the program to

determine whether the training objectives were met. The evaluation process includes determiningparticipant reaction to the training program, how much participants learned and how well the

participants transfer the training back on the job. The information gathered from the training

evaluation is then included in the next cycle of training needs assessment. It is important to note

8/2/2019 819(3)

http://slidepdf.com/reader/full/8193 4/10

 

Assignmentsolutions

Ph# 031-44904490 Page 4

that the training needs assessment, training objectives, design, and implementation and

evaluation process is a continual process for the organization.

Needs Assessment

There are three levels of needs assessment: organizational analysis, task analysis and individual

analysis.

Organizational analysis looks at the effectiveness of the organization and determines where

training is needed and under what conditions it will be conducted.

The organizational analysis should identify:

  Environmental impacts (new laws such as ADA, FMLA, OSHA, etc.).

  State of the economy and the impact on operating costs.

  Changing work force demographics and the need to address cultural or language

barriers.

  Changing technology and automation.

  Increasing global/world market places.

  Political trends such as sexual harassment and workplace violence.

  Organizational goals (how effective is the organization in meetings its goals), resources

available (money, facilities; materials on hand and current, available expertise within the

organization).

  Climate and support for training (top management support, employee willingness to

participate, responsibility for outcomes).

The information needed to conduct an organizational analysis can be obtained from a variety of 

sources including:

  Organizational goals and objectives, mission statements, strategic plans.

  Staffing inventory, succession planning, long and short term staffing needs.

  Skills inventory: both currently available and short and long term needs, organizational

climate indices: labor/management relationships, grievances, turnover rates,

8/2/2019 819(3)

http://slidepdf.com/reader/full/8193 5/10

 

Assignmentsolutions

Ph# 031-44904490 Page 5

absenteeism, suggestions, productivity, accidents, short term sickness, observations of 

employee behavior, attitude surveys, customer complaints.

  Analysis of efficiency indices: costs of labor, costs of materials, quality of products,

equipment utilization, production rates, costs of distribution, waste, down time, late

deliveries, repairs.

  Changes in equipment, technology or automation.

  Annual report.

  Plans for reorganization or job restructuring.

  Audit exceptions; reward systems.

  Planning systems.

  Delegation and control systems.

  Employee attitudes and satisfaction.

Task analysis provides data about a job or a group of jobs and the knowledge, skills, attitudes

and abilities needed to achieve optimum performance.

There are a variety of sources for collecting data for a task analysis:

  Job description-- A narrative statement of the major activities involved in performing the

 job and the conditions under which these activities are performed. If an accurate job

description is not available or is out of date, one should be prepared using job analysis

techniques.

  Knowledge, Skills, Attitudes and Abilities required of incumbents.

  Performance standards-- Objectives of the tasks of the job and the standards by which

they will be judged. This is needed to identify performance discrepancies.

  Observe the job/sample the work.

  Perform the job.

  Job inventory questionnaire-- Evaluate tasks in terms of importance and time spent

performing.

  Review literature about the job-- Research the "best practices" from other companies,

review professional journals.

8/2/2019 819(3)

http://slidepdf.com/reader/full/8193 6/10

 

Assignmentsolutions

Ph# 031-44904490 Page 6

  Ask questions about the job-- Of the incumbents, of the supervisor, of upper

management.

  Analysis of operating problems-- Down time, waste, repairs, late deliveries, quality

control.

  Individual analysis analyzes how well the individual employee is doing the job and

determines which employees need training and what kind.

  Sources of information available for a individual analysis include:

  Performance evaluation -- Identifies weaknesses and areas of improvement.

  Performance problems -- Productivity, absenteeism or tardiness, accidents, grievances,

waste, product quality, down time, repairs, equipment utilization, customer complaints.

  Observation -- Observe both behavior and the results of the behavior.

  Work samples -- Observe products generated.

  Interviews -- Talk to manager, supervisor and employee. Ask employee about what

he/she believes he/she needs to learn.

  Questionnaires -- Written form of the interview, tests, must measure job-related qualities

such as job knowledge and skills.

  Attitude surveys -- Measures morale, motivation, satisfaction.

  Checklists or training progress charts -- Up-to-date listing of current skills.

  Results of the Needs Assessment

  Assuming that the needs assessment identifies more than one training need, the training

manager, working with management, prioritizes the training based on the urgency of the

need (timeliness), the extent of the need (how many employees need to be trained) and

the resources available. Based on this information, the training manager can develop the

instructional objectives for the training and development program.

  All three levels of needs analysis are interrelated and the data collected from each level

is critical to a thorough and effective needs assessment.

8/2/2019 819(3)

http://slidepdf.com/reader/full/8193 7/10

 

Assignmentsolutions

Ph# 031-44904490 Page 7

CASE STUDY

PEL was established in 1956 with the technical collaboration of M/S AEG, West

Germany. It is the oldest composite electrical equipment manufacturing unit of Pakistan

with the object of initially producing transformers, switchgears and electric motors. In

1962 after conclusion of joint venture agreement with AEG, total shareholding was

purchased than by sponsors M/S Malik Brothers Limited.

In October 1978, PEL was taken over by SAIGOL GROUP OF COMPANIES, which is

the largest and well-know industrial and commercial group in Pakistan. The Saigol

Group belongs to the Saigol family that is an old business family and has contributed a

lot towards Pakistan’s industrial and believes in continuous development and growth.

The result is a global business activity monitored through the various offices worldwide.

Meeting Saigol’s traditions, since its takeover by the group, PEL is also a “Company on

the go”. The high growth rate proves the complete success of the professionalmanagement and provides sufficient confidence to trust in its future development

schemes.

Departments at PEL:

There are 6 major departments in PEL, they are:-

1. Marketing Department

2. Finance Department

3. Production Department

4. Human Resource Department

5. Administration Department

6. Research & Development Department

Human Resource Department:

8/2/2019 819(3)

http://slidepdf.com/reader/full/8193 8/10

 

Assignmentsolutions

Ph# 031-44904490 Page 8

This department overseas the selection criteria for employees i.e. it sets different guide

lines for selection of employees. After selection of employees it also offer the training

and to upgrade their skills.

The head of HR department is called HR manager. It has 180 employees working in it.

Among which 27 are doing clerical job.

Functions of HR Department:

· Recruitment

· Selection

· Learning and Development

· Firing decisions

· Labor Affairs

· Staff welfare

· Manpower planning for next 5 years

Training & Development:

According to Miss Lubna Badar, Learning & Development Executive at PEL;

“Training and development refers to a planned effort by a company to facilitate the

learning of job-related knowledge, skills, or behavior by employees. It is critical to our

future business success. Our company’s performance will only continue to improve if we

develop our people. To develop our people is to invest in our future. We know if our

employees have the motivation to succeed, they can be good at their job and progress as

far as they can.” 

At PEL, training is a partnership between the employee and the organization.

PEL provides a framework within which the employee can identify the training and

development needs. Such training provides a consistent standard of management

learning throughout PEL. It also enables the employees to take all of the programs or

study for individual modules according to their particular development needs.

Development Programs are carried out right after joining and throughout the year,

applicable to all management and trainees, across the organization.

Each department’s Head of department along with HR manager decide the appropriate

development needs for each individual, within this overall framework.

8/2/2019 819(3)

http://slidepdf.com/reader/full/8193 9/10

 

Assignmentsolutions

Ph# 031-44904490 Page 9

SWOT Analysis:

Strengths

·  PEL has a Strong Brand Image in the market

·  Strong Dealer Network is one of the core competency of the PEL

·  It occupies a monopolistic hold in Power market due to its energy meters

·  PEL also have a strong position in Appliances Market in Pakistan

·  Few years back it made Strategic Alliance with LG

·  PEL also have Contracts with Government of Punjab

Weaknesses

·  During economic crunch PEL faces financial problems

·  PEL lacks in the area of advertisement

·  It also lacks in the product range

Opportunities

·  Exploration of new markets in Pakistan is a big opportunity for PEL

·  Rising population provides a good opportunity for the PEL to grow

·  By increase in its product range, PEL can increase its market share

·  Export Opportunity is also an option to expand the business

·  Increase in production capacity can increase its market share

·  Due to increasing population, Increase in Investment in Power Sector is another

opportunity

Threats

·  Strong Competition in the market is a big threat to PEL

·  Invasion of Chinese products is a big to threat to whole industry

·  Continuous decrease in Pakistani Rupee value reduces the people’s buying power

·  All the industries in Pakistan are facing decreasing growth rate

·  Instability of Government is major threat to the business.

Conclusion and Recommendation

8/2/2019 819(3)

http://slidepdf.com/reader/full/8193 10/10

 

Assignmentsolutions

Ph# 031-44904490 Page 10

Needs assessment is the most important process of training and development. It is the process

which identifies whether the training is necessary for the employees.

The need assessment is necessary for the organization to know that either it is going for the right

way to improve the performance of the employees. The HR department concentrates on the TNA

as it have to arrange the resources for the training. The HR department is also responsible

directly for the creation of an environment that will support the training and its transfer for the

employees. HR will be answerable to the company if the training is incorrectly used as a solution

to performance problems.