Chapter -5(five) Training Needs Assessment Effective Training: Strategies, Systems and Practices, 3...

Definition of Training Needs Analysis/ Assessment: (1 of 3)

Training: A systematic learning process for enhancement of individual’s inherent potentialities to attain a specific goal.

Training need: “Information or skill areas of an individual or group that requires further development to increase the organizational productivity of the individual or group.”

( Certo, 1989:266)

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Definition of Training Needs Analysis/ Assessment: (2 of 3)

• Assessment: Assessment is a process to identify and measure the information and skill areas of an individual or a group or a project or an organization relating to the expected status, which covers validation and evaluation.

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Definition of Training Needs Analysis/ Assessment: (3of 3) Training Needs Assessment (TNA): Training

needs assessment is meant to identify the actual information and skill areas of an individual or group relating the gap or weak areas, which is needed to be developed immediately for achieving the organizational goal.

It covers validation, feasibility and evaluation in terms of job performance.

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• Training may be incorrectly used as a solution to a performance problem.

• Training programs may have the wrong content, objectives, or methods.

• Trainees may be sent to training programs for which they do not have the basic skills, prerequisite skills, or confidence needed to learn.

Why is Needs Assessment Necessary?

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• Training will not deliver the expected learning, behavior change, or financial results that the company expects.

• Money will be spent on training programs that are unnecessary because they are unrelated to the company’s business strategy.

Why is Needs Assessment Necessary? (cont.)

Analysis Phase

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Input Process Output

TRIGGER Actual Organizational Performance (AOP) < Expected Organizational Performance (EOP)

Identify Performance Discrepancy (PD)PD = EP < APAnd Causes of PD

Non Training Needs

Training Needs

Resources

Operational/Task Analysis Expected Performance (EP)

Person Analysis Actual Performance (AP)

Organizational Analysis Objectives

Environment

The TNA Model The first part of the model is the triggering event that

initiates the tna. For example, when a key decision-maker suggests that there is a performance problem now or in the future, a TNA is triggered.

The next step in the TNA model is the input, which consist of an organizational analysis, an operational analysis, and a personal analysis. The organizational analysis is an examination of an organization’s strategy, its goal and objectives, and the systems and practices in place to determine how they affect employee oerformance.

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The TNA Model An operational analysis is the examination of

specific jobs to determine the requirements, in terms of the tasks required to be done, and the KSAs required to get the job done. It is analogous to a job analysis, or a task analysis, as it is sometimes called.

A person analysis is the examination of the employees in the jobs to determine whether they have the required KSAs to perform at the expected level.

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The TNA Model In the process phase, the operational analysis

provides information on expected performance. Expected performance(EP) is the level of performance expected in a particular job. The person analysis provides information on actual performance by an individual on a particular job. When actual performance is lower than expected performance, then a more specific performance gap is the difference between expected performance and the employee’s actual performance.

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The TNA ModelThe “output” phase is your conclusion as to whether

the PG indicates either training or non-training needs, and in some cases, both.

So, as you can see from the model, a TNA is conducted when a key decision-maker in the company notes an organizational performance gap( AOP is , or will be, less than EOP). A reactive TNA focuses on current performance problems( the OPC currently exists). A proactive TNA focuses on anticipated or probable performance problems in the future.

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Model of Process When Performance Discrepancy Is Identified – Part 1 of 2

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YES

Is it worth fixing?

Performance Discrepancy

YES

KSADeficiency

Reward/ Punishment Incongruence

InadequateFeedback

Obstacles inthe System

Choose Appropriate Remedy

YES

ChangeContingencies

YES

Provide Proper

Feedback

YES

RemoveObstacles

YES

Model of Process When Performance Discrepancy Is Identified – Part 2 of 2

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Job Aid

Training

Practice

Change the Job

Transfer or Terminate

Performance discrepancy is worth fixing AND is due to a KSA deficiency

ChooseAppropriate

Remedy

ChangeContingencies

ProvideProper

Feedback

RemoveObstacles

The Framework for Conducting A TNA

• Organizational Analysis• Task/Operational Analysis• Person Analysis

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Organizational Analysis Organizational analysis involves looking at the

internal environment of the organization-influences that could affect employee performance- and determining its fit with organizational goals and objectives. It is this analysis that provides identification of PD at the organizational level.

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Organizational Analysis An organizational analysis should be able to

provide information about the following:• The mission and strategies of an organization,• The resources and allocation of the resources,

given the objectives,• The factors in the internal environment that

might be causing the problem and• The effect of the preceding factors on

developing, providing, and transferring the KSAs to the job if training is the chosen solution to the PG. 16

Job/Task/Operational Analysis

When an OPG is identified, an operational analysis is conducted in conjunction with the organizational analysis, to fully understand the nature of the OPG. The operational analysis determines exactly what is required of employees for them to be effective. The typical technique for obtaining the task and KSA data that is required to meet expected job performance standards is the job analysis.

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Job/Task/Operational Analysis HR employees need to know how to conduct an effective

job analysis. The following steps are useful in doing this. What is the job? Where to collect data? Who to ask? Who should select incumbents How many to ask How to select What to ask about

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Person Analysis Assessment of the person(for the required KSAs)

is identified for the proactive or reactive TNA, so the information presented earlier on person analysis is applicable.

• Performance deficiency– Is performance substandard?– Are current employees capable of training?– Can performance be improved through training?

• Issue of whether to train, replace, motivate• Target population – values, education, prior

knowledge, motivation 19

Data Sources for Organizational Analysis – Part 1 of 3

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Organizational Goals,

Objectives and Budget Where training emphasis

can and should be placed.

To maintain a quality standard of no more than 1 reject per thousand

Goal is to become ISO certified and 90,000 dollars has been allocated to this effort

Data Source Recommended

Training Need Implications

Example

Labor Inventory Where training is needed to fill gaps caused by retirement, turnover, age, etc.

Thirty percent of our truck drivers will retire over the next four years


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Organizational Climate Indices

These may help focus on problems that have training components



Example

Grievances Items related to productivity are useful in determining performance deficiencies

Seventy percent of grievances are related to behaviors of 6 supervisors

Absenteeism High absences in clerical staff

Accidents Accident rate for line workers increasing


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Analysis of Efficiency Indices

Cost of labor

Can help document difference between actual performance and desired performance

Labor costs have increased 8 percent in the last year



Example

Changes in System or Subsystem

New or changed equipment may present training problem

The line has been shut down about once per day since the new machinery was installed.

Waste has doubled since using the new cutting tool

What Do You Ask and Of Who – Part 1 of 3

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What to Ask About Who to Ask

Mission Goals and ObjectivesWhat are the goals and objectives of

the organizationHow much money has been allocated

to any new initiativesIs there general understanding of

these objectives

Top managementRelevant department

managers, supervisors and incumbents

Social InfluencesWhat is the general feeling in the organization regarding meeting goals and objectives

What is the social pressure in your department regarding these goals and objectives productivity

Top managementRelevant department

managers, supervisors and incumbents


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Job DesignHow are the jobs organized?Where does their work/material/

information come from, where does it go when done?

Does the design of the job inhibit workers from being high performers?

Relevant supervisors and incumbents, perhaps relevant department managers

Reward Systems What are the rewards and how are

they distributed?Are there incentives, are they tied to

the goals and objectives?What specifically do high performers

get as rewards?

Top managementRelevant department managers,

supervisors and incumbents


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Job PerformanceHow do employees know what level

of performance is acceptable?How do they find out if their level of

performance is acceptable?Is there a formal feedback process?Are there opportunities for help if

required?

Methods and PracticesWhat are the policies/ procedures/rules

in the organization. Which if any inhibit performance

Relevant department managers supervisors and incumbents

Relevant supervisors and incumbents

Data Sources For Task/Operational Analysis – Part 1 of 3

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1. Job Descriptions Outlines the job’s typical duties and responsibilities but is them not meant to be all inclusive

Often inaccurate due to time constraints or job knowledge.

Sources for Obtaining Job Data

Training Need Implications Practical Concerns

2. Job Specifications List specified tasks required for each job.

May be product of the job description and suffer from the same problems

3. Performance Standards

Objectives of the tasks of job, and standards by which they are judged.

Very useful if available, and accurate, but often organizations do not have formal performance standards

Data Sources For Operational Analysis – Part 2 of 3

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4. Perform the Job Most effective way of determining specific tasks, but has serious limitations in higher level jobs

Easy, short cycle type jobs are a possibility.



5. Observe Job—Work Sampling

Most effective way of determining specific tasks, but has serious limitations in higher level jobs

Useful again for very short cycle jobs. Be aware of the impact of being observed can influence behavior

Data Sources For Operational Analysis – Part 3 of 3

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6. Questions directed to the job holder and the supervisor.

Most often used method the job holder and his supervisor have different perspectives and information



7. Review Literature concerning job in

professional journals practitioner journals other industries

Useful for determining specific issues related to the job and what is being done by others and what the results are

Need to be sure information is relevant to your organization

Example of Worker Oriented Approach: Information Input

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Note on Rating “Importance to This Job”:

Rate each of the items in the questionnaire using the "Importance to This Job (1)" scale. Each item is to be rated on how important the activity described is to the completion of the job. Consider such factors as amount of time spent, the possible influence on overall job performance if the worker does not properly perform this activity, etc.

Code Importance to This Job (1)N Does not apply1 Very minor2 Low3 Average4 High5 Extreme

1.____ Far visual differentiation (seeing differences in the details of the objects, events or features beyond arm's reach for example, operating a vehicle, landscaping, sports officiating, etc.)

Worker Oriented Approach: Information Input – Part 2 of 2

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3.____ Color perception (differentiating or identifying objects, materials, or details thereof on the basis of

color).

4.____ Sound pattern recognition (recognizing different patterns, or sequences of sounds for example, those involved in Morse code, heartbeats, engines not functioning correctly, etc.)

Code Importance to This Job (1)N Does not apply1 Very minor2 Low3 Average4 High5. Extreme

2.____ Depth perception (judging the distance from the observer to objects, or the distances between objects as they are positioned in space, as in operating a crane, operating a dentist's drill, handling and positioning objects, etc.).

Applying the Job-Duty-Task Method of Job Analysis to the Job of HRD Professional

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2. List subtasks 1. Observe behaviorList all remaining actsClassify behavior

2. Select verb State correctlyHave grammatical skill

3. Record behavior Record so it is neat and understood by others

1. List Tasks 1. Observe behaviorList four characteristics of behaviorClassify behavior

2. Select verb Have knowledge of action verbsHave grammatical skills

3. Record behavior State so understood by othersRecord neatly

Tasks Subtasks Knowledge andSkills Required

_________________ ______________________ __________________________

Job Title: ___________________ Specific duty: _______________HRD Professional Task Analysis

A Comparison of the Outcomes for Worker- and Task-Oriented Approaches to Job Analysis

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Job Task-Oriented Worker-Oriented Approach Approach

______________________________________________________________Garage attendant Checks tire Pressure Obtains information

from visual displays

Machinist Checks thickness of Use of a measuring crankshaft device

Dentist Drills out decay from Use of precision teeth instruments

Forklift Driver Loads pallets of High level of eye-hand washers onto trucks coordination

Data Sources for Person Analysis – Part 1 of 5

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Performance Data or Appraisals

Easy to analyze and quantify for purposes of determining subjects and kind of training needed.

Supervisor ratings are often done poorly as there is no real incentive to do them well, and a lot of good reasons not to

Data Sources for Obtaining Data

Training Need Implication

Remarks

Observation – Work Sampling

More subjective technique.

Done effectively in some situations like customer service where you can monitor behavior

Interviews Only individual knows what he believes he (she) needs to learn.

Be sure employee believes it is in his best interest to be honest


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Tests

a. Job knowledge

b. Skills

c. Achievement

Can be tailor-made or standardized. Care must be taken so that they measure job related qualities.

Care in the development of scoring keys is important and difficult to do if not trained in the process



Remarks

Attitude Surveys On an individual basis, useful in determining morale, motivation, or satisfaction of each employee.

Important to use well developed scales

Questionnaires Same approach as the interview.

Same concerns as the interview


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Rating Scales Care must be taken to ensure objective employee ratings.

Rely on supervisor ratings, see “Performance data or Appraisals”



Remarks

Critical Incidents Observe actions critical to successful and unsuccessful performance.


Checklists or

Training Progress charts

Up-to-date listing of each employee’s skills.



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Assessment Centers Combination of several of the above techniques.

Although expensive to develop and operate, these are very good



Remarks

Devised Situations Certain knowledge, skills, and of attitudes are demonstrated in these techniques.

Useful, but again, care in development of scoring criteria is important

Diaries The individual employee records details of his (her) job.


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Remarks

MBO or Work Planning

Provides actual performance data on a recurring basis related to organizational and group or individually negotiated standards.

Good process when implemented properly, and Review Systems are the support of top management

Coaching Similar to interview –one-to-one.

Must choose coaches carefully and train to be most effective

Chapter -5(five) Training Needs Assessment Effective Training: Strategies, Systems and Practices, 3...

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