Chapter 04 Slides 4e
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Transcript of Chapter 04 Slides 4e
![Page 1: Chapter 04 Slides 4e](https://reader031.fdocuments.us/reader031/viewer/2022020717/5520232a4979598e2f8b47a6/html5/thumbnails/1.jpg)
FIRST STEP
1Werner & DeSimone (2006)
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A discrepancy between expectations and performance
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Question:Why is needs assessment information critical to the development and delivery of an effective HRD program?
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Organizational goals linked to its effectiveness
Gaps b/w employees present skills and skills required
Gaps b/w current skills ann skills required in future
The conditions under which HRD actitvity will occur
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Figuring out what is really neededNot always an easy taskNeeds lots of inputTakes a lot of work“Do it now or do lots more later”
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Difficult time consumingAction preferred over researchAvailable information preferred over researchLack of support
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Werner & DeSimone (2006) 7
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DiagnosticFactors that can prevent problems from
occurring Analytic
Identify new or better ways to do thingsCompliance
Mandated by law or regulation
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Werner & DeSimone (2006) 9
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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?
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Using QuestionnairesHard to control input, often high
developmental costs, hard to write properly
Using soft data (opinions) onlyNeed performance and consequence data
Using hard data onlyEasily measured data is provided, but critical,
hard-to-measure data is missing
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OrganizationWhere is training needed and under what
conditions?Task
What must be done to perform the job effectively?
PersonWho should be trained and how?
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A broad, “systems” view is neededNeed to identify:
Organizational goalsOrganizational resourcesOrganizational climateEnvironmental constraints
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Ties HRD programs to corporate or organizational goals
Strengthens the link between profit and HRD actions
Strengthens corporate support for HRDMakes HRD more of a revenue generator
Not a profit waster
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Mission statementHRM inventorySkills inventoryQuality of Working Life indicatorsEfficiency indexesSystem changesExit interviews
Performance Appraisal
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The collection of data about a specific job or group of jobs
What employee needs to know to perform a job or jobs
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Job descriptionsTask analysisPerformance standardsPerform jobObserve jobAsk questionsAnalysis of problems
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Develop job descriptionIdentify job tasks
What should be doneWhat is actually done
Describe KSAOs neededIdentify potential training areasPrioritize potential training areas
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Determines training needs for specific individuals
Based on many sources of dataSummary Analysis
Determine overall success of the individualDiagnostic Analysis
Discover reasons for performance
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Relied on heavily in person analysisHard to doVital to company and individualShould be VERY confidentialBased too often on personal opinion
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Determine basis for appraisalJob description, MBO objectives, job standards,
etc.Conduct the appraisalDetermine discrepancies between the
standard and performanceIdentify source(s) of discrepanciesSelect ways to resolve discrepancies
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There are never enough resources availableMust prioritize effortsNeed full organizational involvement in this
processInvolve an HRD Advisory Committee.
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Why is needs assessment so often not performed in many organizations?
Why should organizations care about needs assessment?
23Werner & DeSimone (2006)