Human Resources Management - 3
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Transcript of Human Resources Management - 3
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Welcome
HRM207Human Resources Learning andDevelopmentWeek 3,
(Based on Noe and Winkler, 2009)
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Todays Agenda
Lecture Needs assessment
- Introduction
- 3 levels of needs assessment- Needs assessment techniques
- Conclusion
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Introduction
Needs assessment refers to the process of determininglearning needs and opportunities and whether training is
necessary.
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The performance Gap
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Potential Consequences if Needs Assessment isInadequate
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 thebasic skills, prerequisite skills or confidence needed to learn
Training may not deliver the expected learning, behaviour change or
financial results that the company expects
Money may be spent on training programs that are unnecessary because
they are unrelated to the companys business strategy
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Who should be involved?
Senior managers
Middle Managers
Supervisors
Training and Development practitioners
Content experts
Job incumbents
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Key Concerns in Needs Assessment
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3 Levels of Needs Assessment
1. Organisational
2. Departmental or Functional
3. Individual
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Organisational
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Analysis of strengths and weaknesses
Strengths:What organisational resources and capabilities do we
have that give (or have the potential to give us) a strategic
advantage?
Weaknesses:What knowledge/skills/attitudes are we lacking?
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Analysis of opportunities and threats
What strategic opportunities exist outside of theorganisation that we need training or development to
take advantage of?
What external threats to our strategic goals exist thatcan be mitigated by training?
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Analysis of organisational HR plans
Number of people required
Type of people required
When and where required
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Departmental or Functional
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Analysis of departmental/functional HRplans
Recruitment
Promotions
Redeployments
Better use of staff (upskilling)
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Special training surveys
Managers, Supervisors (subordinates)
Questionnaires, Interviews, Both
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Occupational Job Analysis- desired abilities of occupational group
Select occupational group of jobs
Develop preliminary list of tasks
Validate list (including prioritise)
Identify knowledge, skills and attitudes necessary for each task
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Individual
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Individual Job Analysis
- job as it is now
Select job
Develop preliminary list of tasks
Validate list (including prioritise)
Identify knowledge, skills and attitudes necessary for each task
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Competency models
Job Analysis
Job(tasks, duties,
responsibilities)
+
Employee
specifications
(knowledge, skills,
attitudes)
Competency Models
areas of personal capability thatenable employees to
successfully perform their jobs
by achieving outcomes or
successfully performing tasks,
Competencies comprised of
knowledge, skills, attitudes,
values, personal characteristics.
better aligned with goalsfocus on commonality rather than difference
greater application
more flexible
facilitates performance management
v
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Competency models
Identify job/position
Identify (changes in) business strategyIdentify effective v ineffective performers
Identify competencies of effective v ineffective performers
Validate model
Example - Core Executive Leadership Competencies Creates Vision and Gives Direction
Develops People
Manages Resources and Risk
Promotes and Achieves Quality Outcomes Understands Relationshipshttp://www.lgmasa.org.au
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Performance Management
The essence of performance management in
analysing training and development needs lies in thecomparison that it affords between an individuals job
performance and the standards or objectives that have
been developed for the individuals position.
Pressure points:
substandard or poor performance.
job changes
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Readiness for training
Refers to whether:
employees have the personal characteristics necessaryto learn program content and apply it on the job.
the work environment will facilitate learning and not
interfere with performance.
Individual
Literacy
Cognitive abilitySelf-efficacy
Input
Situational constraints
Social support
OutputAwareness of
performance standards/
levels of proficiency
Consequences
Performance rewards
Benefits of training
Feedback
Frequent specific
feedback
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Is training the answer?
If the employees lack the knowledge and skills toperform and the other factors are satisfactory, training isneeded.
If the employees have the knowledge and skills toperform but input, output, consequences or feedback
are inadequate, training may not be the best solution.
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Needs Assessment Techniques
Technique Advantages Disadvantages
Observation Generates data relevant to work
environment
Minimises interruption of work
Needs skilled observer
Employees behaviour may be
affected by being observed
Questionnaires InexpensiveCan collect data from a large
number of persons
Data easily summarised
Requires timePossible low return rates,
inappropriate responses
Lacks detail
Only provides information directly
related to questions asked
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Needs Assessment Techniques
Technique Advantages DisadvantagesInterviews Good at uncovering details of
training needs
Good at uncovering causes andsolutions of problems
Can explore unanticipated issuesthat come up
Questions can be modified
Time consuming
Difficult to analyse
Needs skilled interviewer
Can be threatening to contentexperts, who only provide information
they think you want to hear
Focus groups Useful with complex orcontroversial issues that oneperson may be unable or unwillingto explore
Questions can be modified toexplore unanticipated issues
Time consuming to organise
Group members provide information
they think you want to hear
Status or position differences maylimit participation
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Needs Assessment Techniques
Technique Advantages Disadvantages
Documentation
(technical manuals and
records)
Good source of information on
procedure
Objective
Good source of task information for
new jobs and jobs in the process of
being created
Technical language may be difficult to
understand
Materials may be obsolete
Online technology
(software)
Objective
Minimises work interruption
Limited people input
May threaten employees
Potential to misuse information
Requires interaction by computer or
phone
Benchmarking
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Limited Scope Needs Assessment
Time constraints and costs can limit the length and detail
of a needs assessment.
Solutions:Limit scope to size and impact of pressure point.
Use existing data
Anticipate needs
The interconnection of the levels and methods of
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The interconnection of the levels and methods ofneeds assessment
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Conclusion
Recap of today
Any questions?