Needs Assessment[1]
-
Upload
ankita-nair -
Category
Documents
-
view
218 -
download
0
Transcript of Needs Assessment[1]
-
8/3/2019 Needs Assessment[1]
1/27
3 - 1
Objectives
Discuss the role of organization analysis, personanalysis, and task analysis in needsassessment.
Identify different methods used in needsassessment and identify the advantages anddisadvantages of each.
Discuss the concerns of upper-level and mid-level
managers and trainers in needs assessment.Explain how person characteristics, input, output,
consequences, and feedback influence
performance and learning.
-
8/3/2019 Needs Assessment[1]
2/27
3 - 2
Objectives (continued)
Create conditions to ensure that employees arereceptive to training.
Discuss the steps involved in conducting a task
analysis.
Analyze the task analysis data to determine the
tasks in which people need to be trained.
Explain competency models and the process usedto develop them.
-
8/3/2019 Needs Assessment[1]
3/27
3 - 3
Introduction
Effective training practices involve the useof an instructional systems design process.
The instructional systems design process
begins by conducting a needs assessment.
The example of Texas Instruments shows,
before you choose a training methods, it isimportant to determine whether training is
necessary.
-
8/3/2019 Needs Assessment[1]
4/27
3 - 4
Needs Assessment
Refers to the process used to determine iftraining is necessary.
Because needs assessment is the first step
in the instructional design process:
If it is poorly conducted, training will notachieve the outcomes or financial benefits
the company expects.
-
8/3/2019 Needs Assessment[1]
5/27
3 - 5
The Needs Assessment Process
Reasons or PressurePoints
Outcomes
What is the Context?Legislation
Lack of Basic Skills
Poor Performance
New TechnologyCustomer 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 asSelection or Job
Redesign
Who Needs the
Training?
In What Do
They Need
Training?
Organizatio
n Analysis
TaskAnalysis
Person
Analysis
-
8/3/2019 Needs Assessment[1]
6/27
3 - 6
Needs assessment involves:
Organizational Analysis
involves determining:
the appropriateness of training, given the business
strategy
resources available for training support by managers and peers for training
Task Analysisinvolves:
identifying the important tasks and knowledge, skill,
and behaviors that need to be emphasized in training
for employees to complete their tasks
-
8/3/2019 Needs Assessment[1]
7/27
3 - 7
Needs assessment involves: (continued)
Person Analysis
involves:
determining whether performance deficiencies
result from a lack of knowledge, skill, or
ability (a training issue) or from a motivationalor work design problem
identifying who needs training
determining employees readiness for training
-
8/3/2019 Needs Assessment[1]
8/27
3 - 8
Key Concerns of Upper- and Midlevel Managersand 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 in product
quality or customer
service?
What tasks should be
trained?
What knowledge, skills,
ability, or other
characteristics are
necessary?
-
8/3/2019 Needs Assessment[1]
9/27
3 - 9
Advantages and Disadvantages of NeedsAssessment Techniques
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.
-
8/3/2019 Needs Assessment[1]
10/27
3 - 10
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 taskinformation 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 and solutions of
problems.
Time consuming.
Difficult to analyze.
Needs skilled interviewer.
-
8/3/2019 Needs Assessment[1]
11/27
3 - 11
The Needs Analysis Process
Do We Want To Devote Time
and Money For Training?
Person AnalysisPerson 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
-
8/3/2019 Needs Assessment[1]
12/27
3 - 12
Readiness for training refers to whether:
Employees have the personalcharacteristics necessary to learn program
content and apply it on the job.
The work environment will facilitate
learning and not interfere withperformance.
-
8/3/2019 Needs Assessment[1]
13/27
3 - 13
Factors that influence employeeperformance and learning:
Personal Characteristics
Ability and skill
Attitudes and motivation
Input
Understand need to perform
Necessary resources (equipment, etc.)
Interference from other job demands
Opportunity to perform
-
8/3/2019 Needs Assessment[1]
14/27
3 - 14
Factors that influence employeeperformance and learning: (continued)
Output
Standard to judge successful performers
ConsequencesPositive consequences/incentives to
perform
Few negative consequences to performFeedback
Frequent and specific feedback about how
the job is performed
-
8/3/2019 Needs Assessment[1]
15/27
3 - 15
Self-Efficacy
Self-efficacyis the employees belief thatshe can successfully perform her 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
threatening to people.
-
8/3/2019 Needs Assessment[1]
16/27
3 - 16
Employees self-efficacy level can beincreased by:
Letting employees know that the purpose ofthe training is to try to improve
performance rather than to identify areas in
which employees are incompetent.
Providing as much information as possibleabout the training program and purpose of
training prior to the actual training.
-
8/3/2019 Needs Assessment[1]
17/27
3 - 17
Employees self-efficacy level can beincreased by: (continued)
Showing employees the training success oftheir 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 toovercome any learning difficulties they
experience in the program.
-
8/3/2019 Needs Assessment[1]
18/27
3 - 18
To ensure that the work environmentenhances trainees motivation to learn:
Provide materials, time, job-relatedinformation, and other work aids necessaryfor employees to use 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 goodjob when they are using training content intheir work.
-
8/3/2019 Needs Assessment[1]
19/27
3 - 19
To ensure that the work environment enhancestrainees motivation to learn: (contd)
Encourage work-group members to involveeach 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
skills or behaviors to their work.
-
8/3/2019 Needs Assessment[1]
20/27
3 - 20
To determine if training is the bestsolution, assess whether:
The performance problem is important and hasthe potential to cost the company a significant
amount of money from lost productivity or
customers.
Employees do not know how to perform
effectively.Perhaps they received little or no previous training
or the training was ineffective.
(This problem is a characteristic of the person)
3 21
-
8/3/2019 Needs Assessment[1]
21/27
3 - 21
To determine if training is the bestsolution, assess whether: (continued)
Employees cannot demonstrate the correctknowledge or behavior.
Employees were trained but they infrequently or
never used the training content on the job. (This isan input problem.)
Performance expectations are clear (input) and
there are no obstacles to performance such asfaulty tools or equipment.
3 22
-
8/3/2019 Needs Assessment[1]
22/27
3 - 22
To determine if training is the bestsolution, assess whether: (continued)
There are positive consequences for goodperformance, while poor performance is not
rewarded.
Employees receive timely, relevant, accurate,constructive, and specific feedback about their
performance (a feedback issue).
Other solutions such as job redesign ortransferring employees to other jobs are too
expensive or unrealistic.
3 23
-
8/3/2019 Needs Assessment[1]
23/27
3 - 23
Is training the best solution?
If employees lack the knowledge and skillto 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.
3 24
-
8/3/2019 Needs Assessment[1]
24/27
3 - 24
Task Analysis
Task analysis results in a description ofwork 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 time and money for
training.
3 25
-
8/3/2019 Needs Assessment[1]
25/27
3 - 25
Steps in a Task Analysis
Select the job(s) to be analyzed.
Develop a preliminary list of tasks performed
by the job.
Validate or confirm the preliminary list of
tasks.
Identify the knowledge, skills, or abilities
necessary to successfully perform each task.
3 26
-
8/3/2019 Needs Assessment[1]
26/27
3 - 26
Competency Models
A competency refers to areas of personalcapability that enable employees to successfully
perform their jobs by achieving outcomes or
successfully performing tasks.A competency can be knowledge, skills, attitudes,
values, or personal characteristics.
A competency model identifies thecompetencies necessary for each job as well as
the knowledge, skills, behavior, and personality
characteristics underlying each competency.
3 27
-
8/3/2019 Needs Assessment[1]
27/27
3 - 27
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 and
feedback to develop employees for current and futureroles.
They create a roadmap for identifying and developingemployees who may be candidates for managerial
positions