Chapter 1 B Assessing HRD Needs
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Transcript of Chapter 1 B Assessing HRD Needs
Assessing HRD Needs
Chapter 1B
Training and HRD Process Model
• HRD interventions should be designed and conducted using a four-phase approach: – needs assessment– design – implementation– evaluation
Instructional Systems Design Model of HRD/T&D
Design Implementation Evaluation
Defineobjectives
Selectevaluationcriteria
Developlesson plan
Develop/acquirematerials
Selecttrainer/leader
Select methodsand techniques
Schedule theprogram/intervention
Determineevaluationdesign
Conductevaluationof programor intervention
Deliver theHRD programor intervention
Interpretresults
Assessment
Assess needs
Prioritizeneeds
Training Needs Assessment (TNA)
• Needs assessment (or needs analysis) – a process by which an organization’s HRD
needs are identified and articulated
• It is the starting point of the HRD and training process
A Needs Assessment Can Identify:
• Organization’s goals and its effectiveness in reaching these goals
• Discrepancies between employees’ skills and the skills required
• Discrepancies between current skills and the skills needed in the future
• The conditions under which the HRD activity will occur
Why Needs Assessment Are Sometimes Not Conducted
• A needs assessment can be a difficult, time-consuming process
• Action is valued over research
• Available information already specifies what an organization’s needs are
• There is a lack of support for needs assessment
What Is a “Training Need?”
• A deficiency between what is expected and what occurs
• Efforts focused on correcting substandard performance
• Not every need can/should be addressed by HRD
Types of Needs
• Diagnostic needs – focus on performance
• Analytic needs – focus on better ways to perform
• Compliance needs– those set by law
Proactive versus Reactive
• HRD needs to be proactive and forward thinking– A strategic partner with management, working
towards the future
• Being reactive leads to being focused on past and present– Not being a strategic partner, thereby
vulnerable to layoff…
Levels of Needs Analysis
• Strategic/Organizational analysis– Where in organization training is needed– Under what conditions will it occur
• Task Analysis– What must be done to perform successfully– What must be done to correctly complete a task
• Person Analysis– Who needs to be trained– What kind of training do they need
Strategic/Organizational Analysis
• Organizational goals• Organizational resources• Organizational climate• Environmental constraints
Organizational Goals
• Are areas meeting goals– Probably don’t need training
• Areas not meting goals– Is training the answer?
Organizational Resources
• Funding– is it available?
• Facilities– are they available for HRD?
• Materials– are they on hand?
• Expertise in-house– is it available without impairing production?
Organizational Climate
• Is it supportive to HRD?• Is there inter- and intra-area cooperation and
trust?• Is there management support?• Is there supervisory support?• Is there profit center support?
Environmental Constraints
• Include – Legal issues– Social issues– Political issues– Economic issues
Advantages of Conducting Strategic/Organizational Analysis
• Ensures HRD efforts are tied to organizational strategy and mission
• Communicates linkage between operations and HRD
• Generates support for HRD efforts and activities
Methods of Strategic/Organizational Analysis
• Data Sources for determining HRD and Training Needs– Human resource inventories– Skill inventories– Organizational climate measures– Efficiency indexes
• Resource and time limitations make it difficult to do such a high-level analysis
Data Sources for Organizational/Strategic Analysis – 1
Data Source Recommended HRD/Training Need Implications
1.Organizational Goals and
Objectives
Where HRD or training emphasis can and should be placed. These provide normative standards of both direction and expected impact, which can highlight deviations from objectives and performance problems.
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT.Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center
Data Sources for Organizational/Strategic Analysis – 2
Data Source Recommended HRD/Training Need Implications
2. Human Resource (Manpower)
Inventory
Where HRD/training is needed to fill gaps caused by retirement, turnover, age, etc. This provides an important demographic database regarding possible scope of training needs.
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT.Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center
Data Sources for Organizational/Strategic Analysis – 3
Data Source Recommended HRD/Training Need Implications
3. Skills Inventory Number of employees in each skill group, knowledge and skill levels, training time per job, etc. This provides an estimate of the magnitude of the specific needs for HRD/training. Useful in cost-benefit analysis of HRD projects.
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT.Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center
Data Sources for Organizational/Strategic Analysis – 4
Data Source Recommended HRD/Training Need Implications
4. Organizational Climate Indexes Labor-Management data
These “quality of working life” indicators at the organization level may help focus on problems that have HRD/training components
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT.Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center
Data Sources for Organizational/Strategic Analysis – 5
Data Source Recommended HRD/Training Need Implications
Attitude surveys Good for locating discrepancies between organizational expectations and perceived results.
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT.Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center
Data Sources for Organizational/Strategic Analysis – 6
Data Source Recommended HRD/Training Need Implications
Customer complaints Valuable feedback; look especially for patterns and repeat complaints.
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT.Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center
Data Sources for Organizational/Strategic Analysis – 7
Data Source Recommended HRD/Training Need Implications
5. Analysis of Efficiency Indexes:
Costs of labor, Costs of materials, Quality of product,
Equipment utilization, Costs of distribution, Waste, Downtime, Late deliveries, Repairs
Cost accounting concepts may represent ratio between actual performance and desired or standard performance
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT.Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center
Data Sources for Organizational/Strategic Analysis – 8
Data Source Recommended
HRD/Training Need Implications
6. Changes in System or
Subsystem
7. Management Requests or
Management Interrogation
New or changed equipment may present HRD or training problem
One of most common techniques of HRD/ training needs determination.
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT.Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center
Data Sources for Organizational/Strategic Analysis – 9
Data Source Recommended HRD/Training Need Implications
8. Exit Interviews Often information not otherwise available can be obtained in these.
Problem areas and supervisory training needs especially.
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT.Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center
Data Sources for Organizational/Strategic Analysis – 10
Data Source Recommended HRD/Training Need Implications
9. MBO or Work Planning and Review Systems
Provides performance review,
potential review, and long-term
business objectives. Provides
actual performance data on a
recurring basis so that baseline
measurements may be known
and subsequent improvement or
deterioration of performance can be identified and analyzed.
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT.Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center
Task Analysis
• Task analysis (sometimes called operations analysis) – a systematic collection of data about a
specific job or group of jobs to determine what an employee should be taught to achieve optimal performance
Steps in Task Analysis
1. Develop an overall job description
2. Identify the task
a. Describe what should be done in the task
b. Describe what is actually done in the task
3. Describe KSAOs needed to perform the job
4. Identify areas that can benefit from training
5. Prioritize areas that can benefit from training
Step 1: Job Description
• A job description is a narrative statement of the major activities involved in performing the job and the conditions under which these activities are performed
Job Analysis
• A systematic study of a job to identify its major components– Jobs– Tasks– Working conditions– KSAOs
Step 2: Task Identification
• Focuses on the behaviors performed within the job
Sources for Task Needs Analysis – 1
Technique for Obtaining Job Data
HRD/Training Need Implications
Job Descriptions Outlines the job in terms of typical
duties and responsibilities but is not meant
to be all-inclusive. Helps define performance
discrepancies.
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT.Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center
Sources for Task Needs Analysis – 2
Technique for Obtaining Job Data
HRD/Training Need Implications
2. Job Specifications or
Task Analysis
List specified tasks required for each job.
More specific than job descriptions.
Specifications may extend to judgments of
knowledge, skills, and other attributes
required of job incumbents.
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT.Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center
Sources for Task Needs Analysis – 3
Technique for Obtaining Job Data
HRD/Training Need Implications
3. Performance Standards
Objectives of the tasks of job and
standards by which they are judged. This
May include baseline data as well.
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT.Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center
Sources for Task Needs Analysis – 4
Technique for Obtaining Job Data
HRD/Training Need Implications
4. Perform the Job Most effective way of determining specific
tasks but has serious limitations the higher
the level of the job in that performance
requirements typically have longer gaps
between performance and resulting
outcomes.
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT.Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center
Sources for Task Needs Analysis – 5
Technique for Obtaining Job Data
HRD/Training Need Implications
5. Observe Job-Work Sampling
Effective way of determining specific tasks
but has serious limitations in that only samples are analyzed
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT.Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center
Sources for Task Needs Analysis - 6
Technique for Obtaining Job Data
HRD/Training Need Implications
6. Review Literature
Concerning the Job
Research in other
Industries, Professional
Journals, Documents,
Government sources,
Ph.D. and master’s
theses
Possibly useful in comparison
analyses of job structures but far
removed from either unique aspects of the
job structure within any specific organization
or specific performance requirements.
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT.Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center
Sources for Task Needs Analysis – 7
Technique for Obtaining Job Data
HRD/Training Need Implications
7. Ask Questions About the Job•Of the job holder•Of the supervisor•Of higher management
Direct responses but limited to respondents expertise, experience and range of knowledge
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT.Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center
Sources for Task Needs Analysis – 8
Technique for Obtaining Job Data
HRD/Training Need Implications
8. Training Committees
Or Conferences
Inputs from several viewpoints can often
reveal training needs or HRD/training
desires.
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT.Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center
Sources for Task Needs Analysis – 9
Technique for Obtaining Job Data
HRD/Training Need Implications
9. Analysis of Operating Problems:•Downtime reports•Waste•Repairs•Late deliveries•Quality control
Indications of task interference,
environmental factors, etc.
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT.Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center
Sources for Task Needs Analysis – 10
Technique for Obtaining Job Data
HRD/Training Need Implications
10. Card Sort “How to” statements sorted by
training importance
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT.Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center
Task Identification
• Task identification focuses on the behaviors performed within the job– the major tasks within the job– how each task should be performed (i.e.,
performance standards)– the variability of performance (how the tasks
are actually performed in day-to-day operations)
Methods for Task Identification
1. Stimulus-response-feedback
2. Time sampling
3. Critical incident technique
4. Job inventories
5. Job-duty-task method
Stimulus-Response-Feedback Method
• Method breaks down each task into three parts– Stimulus or cue
• when to start task
– Response or behavior• what to do
– Feedback• How well task was done
Time Sampling
• Trained observed watches and notes nature and frequency of activities
Critical Incident Technique (CIT)
• Record incidences of particularly effective and particularly ineffective performance over a set period
• Helps identify why behavior was effective or ineffective
Job Inventory Questionnaire
• Identify all tasks in a job
• Supervisors and incumbents evaluate– Each task in terms of importance– Time spent performing it
• Develops data that can be analyzed with statistics
• Involves many people, so minimizes individual opinions
Job-Duty-Task Method
• Job divided into sub-parts identifying– Job title– Each duty performed
• Includes tasks and subtasks
– KSAOs needed to perform each sub-task
Job-Duty-Task Method
Appraise individualemployee’s performance
Determine source ofdiscrepancies
Identify discrepancies
Internal factors
Motivational deficiency
External factors
Knowledge, skill, or abilitydeficiency
Compare individual’sbehavior and traits toothers ’ behaviors and traitsor to an ideal
Inadequate equipment,adverse conditions
Integrate information fromorganization, job, andperson analyses
Select intervention
SOURCE: From G. E. Mills, R.W. Pace, & B. D Peterson. (1988). Analysis in human resource training and organizational development(p. 57). Reading, MA: Addison-Wesley. Reprinted by permission.
Step 3: Identify What It Takes to Do the Job - 1
Knowledge An understanding of a body of
information, usually of a factual
or procedural nature, that makes
or successful performance of a
task.
Skill An individual’s level of
proficiency or competency in
performing a specific task. Level
of competency is usually
expressed in numerical terms.
SOURCE: From Human Resource Selection, 6th edition by Gatewood/Field/Barrick. Copyright 2008. Reprinted withpermission of South-Western, a division of Thomson Learning: [email protected]. Fax 800-730-2215.
Step 3: Identify What It Takes to Do the Job - 2
Ability A more general, enduring trait or capability
an individual possesses when he or she
First begins to perform a task, e.g., the
power to perform a physical or mental
function.
Other Characteristics Includes personality, interests, and attitudes.
SOURCE: From Human Resource Selection, 6th edition by Gatewood/Field/Barrick. Copyright 2008. Reprinted withpermission of South-Western, a division of Thomson Learning: [email protected]. Fax 800-730-2215.
Step 4: Identify Areas that HRD/Training Can Help the Most
• Focus is on determining which tasks and capabilities should be included in HRD programs
• Ratings of tasks as well as KSAOs should be examined
• Also must look at importance of task
Step 5: Prioritize Training Needs
• Needs to be realistic
• Try to avoid “pet projects” or latest fads
• Get management and supervisors to agree with priorities– Achieve “buy-in”
Points About Task Analysis – 1
• Input from managers, supervisors, and employees can ensure support for needs analysis and pave the way for support for training
• Multiple methods not only provide unique information but also enable the analyst
to confirm findings and identify and resolve discrepancies
Points About Task Analysis – 2
• Ratings of tasks allow for quantitative analysis of which tasks may benefit from training and which should be addressed
• Viewing needs from a broad perspective, rather than focusing only on performance deficiencies, results in a better understanding of training needs and can build support for training programs
Person Analysis
• Directed at determining the training needs of the individual employee
• Focus is typically on how well each employee is performing key job or task
Components of Person Analysis
• Summary Person Analysis– involves determining the overall success of
individual employee performance
• Diagnostic Person Analysis – tries to discover the reasons for an
employee’s performance
Data Sources for Person Needs Assessment – 1
Technique or Data Obtained HRD/Training Need Implications
1. Performance Data or Appraisals
as Indicators of Problems or
Weaknesses: Productivity,
Absenteeism or Tardiness,
Accidents, Short-term Sickness,
Grievances, Waste, Late
Deliveries, Product Quality,
Downtime, Repairs, Equipment
Utilization, Customer Complaints
•Include weaknesses and areas of improvement as well as strong points.•Easy to analyze and quantify for purposes of determining subjects and kinds of training needed.•These data can be used to identify performance discrepancies.
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT.Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center.
Data Sources for Person Needs Assessment – 2
Technique or Data Obtained HRD/Training Need Implications
2. Observation Work Sampling
•More subjective technique but provides both employee behavior and results of the behavior.
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT.Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center.
Data Sources for Person Needs Assessment – 3
Technique or Data Obtained HRD/Training Need Implications
3. Interviews •Individual is only one who knows what he(she) believes he (she) needs to learn.•Involvement in need analysis can also motivate employees to make an effort to learn.
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT.Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center.
Data Sources for Person Needs Assessment – 4
Technique or Data Obtained HRD/Training Need Implications
4. Questionnaires •Same approach as the interview.•Easily tailored to specific characteristics of the organization. •May produce bias through the necessity of prestructured categories.
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT.Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center.
Data Sources for Person Needs Assessment – 5
Technique or Data Obtained HRD/Training Need Implications
5. Tests•Job knowledge•Skills•Achievement
•Can be tailor-made or standardized•Care must be taken so that they measure job-related qualities
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT. Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center.
Data Sources for Person Needs Assessment – 6
Technique or Data Obtained HRD/Training Need Implications
6. Attitude Surveys •Useful in determining morale, motivation, or satisfaction of each employee
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT.Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center.
Data Sources for Person Needs Assessment – 7
Technique or Data Obtained HRD/Training Need Implications
7. Checklists or Training Progress Charts
•Up-to-date listing of each employee’s skills. •Indicates future training requirements for each job.
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT.Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center.
Data Sources for Person Needs Assessment – 8
Technique or Data Obtained HRD/Training Need Implications
8. Rating Scales
9. Critical Incidents
•Care must be taken to ensure relevant, reliable, and objective employee ratings
•Observed actions that are critical to the successful or unsuccessful performance of the job.
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT.Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center.
Data Sources for Person Needs Assessment – 9
Technique or Data Obtained HRD/Training Need Implications
10. Diaries
11. Devised Situations•Role play•Case study•Conference leadership•Training sessions•Business games•In-baskets
•Individual employee records details of his (her) job.
•Certain knowledge, skills, and attitudes are demonstrated in these techniques
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT.Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center.
Data Sources for Person Needs Assessment – 10
Technique or Data Obtained HRD/Training Need Implications
12. Diagnostic Rating
13. Assessment Centers
•Checklists are factor analyzed to yield diagnostic ratings
•Combination of several of the
above techniques into an intensive
Assessment program
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT.Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center.
Data Sources for Person Needs Assessment – 11
Technique or Data Obtained HRD/Training Need Implications
14. Coaching
15. MBO or Work Planning and
Review Systems
• Similar to interview one-to-one
• Provides actual performance data on a recurring basis related to organizational (and individually or group-negotiated standards) so that baseline measurements may be known and subsequent improvement or deterioration of performance may be identified and analyzed
SOURCE: ACADEMY OF MANAGEMENT REVIEW by M. L. Moore, P. Dutton. Copyright 2005 by ACAD OF MGMT.Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright Clearance Center.
Performance Appraisal
• Perform or have access to a complete, accurate performance appraisal
• Identify discrepancies between the employee’s behavior and/or traits and those required for effective performance
• Identify the source of the discrepancies
• Select the intervention appropriate to resolve the discrepancies
Person Analysis Process Components - 1(Table 4-8)
• Summary Person Analysis– A global analysis; it is an overall evaluation of
an individual employee’s performance – a classification of an individual as a
successful versus unsuccessful performer
Person Analysis Process Components - 2 (Table 4-8)
• Diagnostic Person Analysis– Determine why results of individual employee’s
behavior occur; determine how individual’s knowledge, skills, abilities, and other characteristics (KSAOs), effort, and environmental factors combine to yield the summary person analysis
• Together, the summary and diagnostic person analyses combine to determine who is performing successfully/unsuccessfully and why the individual is performing successfully or unsuccessfully. This is the Person Analysis
Model of Performance Appraisal in Person Analysis Process
Appraise individualemployee’s performance
Determine source ofdiscrepancies
Identify discrepancies
Internal factors
Motivational deficiency
External factors
Knowledge, skill, or abilitydeficiency
Compare individual’sbehavior and traits toothers ’ behaviors and traitsor to an ideal
Inadequate equipment,adverse conditions
Integrate information fromorganization, job, andperson analyses
Select intervention
360-Degree Performance Appraisal
• Using multiple sources to gather performance information
• Can be internal and external to organization• Main Advantage• Using peer, subordinate, and consumer input
provides different perspective of individual and performance
Prioritizing HRD Needs
• Limited resources available for HRD effort
• What are potential gains on return on investment (ROI) for various options?
Participation in Prioritization
• Involving others gets support for HRD– Area representatives– Supervisors– Employees– HR personnel
The HRD Advisory Committee
• Members are a cross-section of the organization
• Meets regularly
• Reviews needs assessment and evaluation data
• Offers advise on type and content of HRD offerings