Figuring out what is really needed Not always an easy task Needs lots of input Takes a lot of work “Do it now or do lots more later” First step in HRD process

A discrepancy between expectations and performance

Not only “performance” needs involved

Performance Diagnostic

Factors that can prevent problems from occurring

Analytic Identify new or better ways to do things

ComplianceMandated by law or regulation

Focusing only on individual performance deficienciesDoesn’t fix group of systemic problems

Starting with a “Training Needs Assessment” If you know training is needed, why waste

everyone’s time?

Using QuestionnairesHard to control input, often high

developmental costs, hard to write properly Using soft data (opinions) only

Need performance and consequence data Using hard data only

Easily measured data is provided, but critical, hard-to-measure data is missing

OrganizationWhere is training needed and under what

conditions? Task

What must be done to perform the job effectively? Person

Who should be trained and how?

A broad, “systems” view is needed Need to identify:

Organizational goalsOrganizational resourcesOrganizational climateEnvironmental constraints

Ties HRD programs to corporate or organizational goals

Strengthens the link between profit and HRD actions

Strengthens corporate support for HRD Makes HRD more of a revenue generator

Not a profit waster

Mission statement HRM inventory Skills inventory Quality of Working Life indicators Efficiency indexes System changes Exit interviews

The collection of data about a specific job or group of jobs

What employee needs to know to perform a job or jobs

Job descriptions Task analysis Performance standards Perform job Observe job Ask questions Analysis of problems

Develop job description Identify job tasks

What should be doneWhat is actually done

Describe KSAOs needed Identify potential training areas Prioritize potential training areas

1. List tasks 1. Observe behavior List four characteristics of behavior

    Classify behavior

  2. Select verb Knowledge of action verbs

    Grammatical skills

  3. Record behavior State so understood by others

    Record neatly

2. List subtasks 1. Observe behavior List all remaining acts

    Classify behavior

  2. Select verb State correctly

    Grammatical skills

  3. Record behavior Neat and understood by others

3. List knowledge 1. State what must be known Classify all information

  2. Determine complexity of skill Determine if a skill represents a series of acts that must be learned in a sequence

Job title: HRD Professional Specific duty: Task Analysis

Tasks Subtasks Knowledge and Skills Required

     

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.

Determines training needs for specific individuals

Based on many sources of data Summary Analysis

Determine overall success of the individual Diagnostic Analysis

Discover reasons for performance

Relied on heavily in person analysis Hard to do Vital to company and individual Should be VERY confidential Based too often on personal opinion

Determine basis for appraisal Job description, MBO objectives, job

standards, etc. Conduct the appraisal Determine discrepancies between the

standard and performance Identify source(s) of discrepancies Select ways to resolve discrepancies

There are never enough resources available

Must prioritize efforts Need full organizational involvement in

this process Involve an HRD Advisory Committee.

HRD cannot become a slow-acting bureaucracy!!

HRD must respond to corporate needs HRD should be focused on “performance

improvement,” and not just “training”