Business Gap Analysis Tna

8/8/2019 Business Gap Analysis Tna

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INTRODUCTION

Effective training practices involve the use of

an instructional systems design process.

The instructional systems design processbegins by conducting a needs assessment.

The example of an US IT major shows, before

you choose a training methods, it is important

to determine whether training is necessary.


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THE NEEDS ASSESSMENT PROCESS

Reasons or Pressure

Points

OutcomesWhat 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 as

Selection or Job

Redesign

Who Needs the

Training?

In What DoThey Need

Training?

ORGANIZATION

ANALYSIS

TASK

ANALYSIS

PERSON

ANALYSIS


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Needs assessment involves:

ORGANIZATIONAL ANALYSIS involves determining:

the appropriateness of training, given the businessstrategy

resources available for training support by managers and peers for training

TASK ANALYSIS involves:

identifying the important tasks and knowledge, skill,

and behaviors that need to be emphasized intraining for employees to complete their tasks


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Needs assessment involves: (continued)

PERSON ANALYSIS involves:

determining whether performancedeficiencies result from a lack ofknowledge, skill, or ability (a training issue)or from a motivational or work designproblem

identifying who needs training determining employees readiness for

training


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Key Concerns of Upper- and Midlevel Managers and Trainers in

Needs Assessment

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 inproduct quality or customer

service?

What tasks should be trained?

What knowledge, skills, ability,or other characteristics are

necessary?


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Advantages and Disadvantages of Needs AssessmentTechniques

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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Advantages and Disadvantages of NeedsAssessment Techniques (continued)

Technique Advantages Disadvantages

Read technical

manuals and records

Good source of information on

procedure.

Objective.

Good source of task

information 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 andsolutions of problems.

Time consuming.

Difficult to analyze.

Needs skilled interviewer.


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THE NEEDS ANALYSIS PROCESS

Do We Want To Devote Time

and Money For Training?

Person Analysis

Person 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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Readiness for training refers to whether:

Employees have the personal characteristics

necessary to learn program content and apply

it on the job.

The work environment will facilitate learning

and not interfere with performance.


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Factors that influence employeeperformance and learning:

PERSONAL CHARACTERISTICS

Ability and skill

A

ttitudes and motivation INPUT

Understand need to perform

Necessary resources (equipment, etc.)

Interference from other job demands

Opportunity to perform


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Factors that influence employeeperformance and learning: (continued)

OUTPUT

Standard to judge successful performers

CONSEQUENCES Positive consequences/incentives to perform

Few negative consequences to perform

F

EEDBACK Frequent and specific feedback about how the job

is performed


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SELF-EFFICACY

Self-efficacy is the employees belief that s/he

can successfully perform her/his job or learn

the content of the training program.

The job environment can be threatening to many

employees who may not have been successful in

the past.

The training environment can also be threateningto people.


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Employees self-efficacy level can beincreased by:

Letting employees know that the purpose of

the training is to try to improve performance

rather than to identify areas in which

employees are incompetent.

Providing as much information as possible

about the training program and purpose of

training prior to the actual training.


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Employees self-efficacy level can beincreased by: (continued)

Showing employees the training success of

their peers who are now in similar jobs.

Providing employees with feedback that

learning is under their control and they have

the ability and the responsibility to overcome

any learning difficulties they experience in the

program.


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To ensure that the work environmentenhances trainees motivation to learn:

Provide materials, time, job-related information,and other work aids necessary for employees touse new skills or behavior before participating in

training programs. Speak positively about the companys training

programs to employees.

Let employees know they are doing a good job

when they are using training content in theirwork.


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To ensure that the work environmentenhances trainees motivation to learn: (contd)

Encourage work-group members to involve

each other in trying to use new skills on the

job by soliciting feedback and sharing training

experiences and situations in which training

content was helpful.

Provide employees with time and

opportunities to practice and apply new skillsor behaviors to their work.


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To determine if training is the best solution,assess whether:

The performance problem is important and hasthe potential to cost the company a significantamount of money from lost productivity or

customers.

Employees do not know how to performeffectively.

Perhaps they received little or no previous trainingor the training was ineffective.

(This problem is a characteristic of the person)


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To determine if training is the best solution,assess whether: (continued)

Employees cannot demonstrate the correct

knowledge or behavior.

Employees were trained but they infrequently or

never used the training content on the job. (This

is an input problem.)

Performance expectations are clear (input)

and there are no obstacles to performancesuch as faulty tools or equipment.


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To determine if training is the best solution,assess whether: (continued)

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 ortransferring employees to other jobs are tooexpensive or unrealistic.


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IS TRAINING THE BEST SOLUTION?

If employees lack the knowledge and skill to

perform and the other factors are satisfactory,

training is needed.

If employees have the knowledge and skill to

perform but input, output, consequences, or

feedback are inadequate, training may not be

the best solution.


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TASK ANALYSIS

Task analysis results in a description of work

activities, including tasks performed by the

employee and the knowledge, skills, and

abilities required to complete the tasks.

Task analysis should only be undertaken after

you have determined from the organizational

analysis that the company wants to devote timeand money for training.


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STEPS IN A TASK ANALYSIS

Select the job(s) to be analyzed.

Develop a preliminary list of tasksperformed by the job.

Validate or confirm the preliminary list oftasks.

Identify the knowledge, skills, or abilities

necessary to successfully perform eachtask.


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COMPETENCY MODELS

Acompetency refers to areas of personalcapability that enable employees to successfullyperform their jobs by achieving outcomes or

successfully performing tasks. A competency can be knowledge, skills, attitudes,

values, or personal characteristics.

Acompetency model identifies the

competencies necessary for each job as well asthe knowledge, skills, behavior, and personalitycharacteristics underlying each competency.


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Competency models are useful for trainingand development in several ways:

They identify behaviors needed for effective jobperformance.

They provide a tool for determining what skills are neededto meet todays needs as well as the companys future

needs. They help determine what skills are needed at different

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 for managerialpositions.

Business Gap Analysis Tna

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