HUMAN RESOURCES CONSULTANCY (MSHR5201)

GROUP 5

THANDEKILE DUBE: L0180389A

PATIENCE KUREWASEKA: L0180902K

NKULUMO NDLOVU: L0181392M

NYARARAI GOMBA: L0181611Q

ASSIGNMENT QUESTION

EVALUATE THE IMPORTANCE OF NEEDS ASSESSMENT INFORMATION

TO THE DEVELOPMENT AND DELIVERY OF AN EFFECTIVE HUMAN
RESOURCES DEVELOPMENT PROGRAM.
Within the human resources field, numerous definitions and models for needs
assessment, each with subtle differences have been proposed. For most researchers and
practitioners, needs assessment is an investigative process with the purpose of connecting
an organisation’s performance problems or opportunities for performance improvement
to specific human performance interventions. Needs assessment thus also entails the
process of distinguishing the components of performance problems that should be
addressed by training from those that should be addressed by other interventions.

In simple terms, needs assessment is a systematic process for identifying gaps in

performance and uncovering the causes of those gaps, or for identifying future
performance needs. It is a systematic exploration of the way things are and the way they
should be. These "things" are usually associated with organizational and/or individual
performance This interpretation is based on the concept of performance discrepancies or
gaps, the difference between a current level (what is) and a desired level (what should
be). According to Sims (2006:36), a needs assessment is a process used by organisations
to determine priorities, make organisational improvements or allocate resources. It
involves determining the needs or gaps where the organisation envisions itself in the
future and the organization’s current state. In a busy organization there are so many
activities going on which makes it hard to pin down exactly what may be holding it from
reaching its desired goals (De Simone & Werner, 2006:87). Human Resource
Development (HRD) is the organized activities arranged within an organization in order
to improve performance and/or personal growth for the purpose of improving the job, the
individual, and/or the organization. It includes training and development, career
development and organisational development.

Human Resource Development interventions may be necessary due to changes taking

place as a result of a number of factors which may include legislation, technology and
changing trends to name a few. Human Resource can be related to strategic planning in
that it anticipates changes that may occur in the business environment and provide
integrated HR systems that will allow the organization to adopt and cope well with
change. Assessment of skills gap is therefore prudent to allow any organization to survive
in this constantly changing environment.

Before carrying out a needs analysis it is prudent to identify the types of HRD (Human
Resource Development) needs, this will ensure the organization does not shoot stray
bullet and will ensure the correct rears’ are being assessed. The three types of HRD need
are:
- Organizational level needs – changes in mandate of state agency, expectations of
customers/citizens through surveys may reveal a need for organizations to change
behavior of service providers of retooling them.
- Task analysis needs (job analysis) – skill requirements to perform a given task
could help determine needs of the current holders of jobs
- Person analysis needs – the competencies of current job holders could also be
assessed to determine their suitability for the jobs they currently hold.

Sometimes we may know what tool is ideal for a situation but not know how to use the
tool due to a lot of problems taking place in the organisation. For example, a company
might be experiencing high staff turnover and its management wonders if a particular
kind of training programme might be effective in staff retention. However, this decision
should not be taken in a vacuum because there are many factors to consider including the
external environment the company exists within (such as software tools that could be
used to build the training, determining any appropriate training courses that already
exist).
For instance the procurement of new equipment may create a skills gap Delta Beverages
purchased a new more technologically advanced plant and this resulted in some jobs
becoming redundant as they were replaced by technology. Before the equipment arrived
it was crucial for the HR department to identify the skills gap that would be created by
procuring the equipment and plug the gap through training. This was done in cahoots
with the suppliers of the machinery. Internal factors such as the company strengths and
weaknesses should also be considered (such as a company can create its own effective
training, as well as the things the company already does well and those that they need to
improve upon). Hence needs assessment information is important because it helps the
organisation determine the gaps that are preventing it from reaching its desired goals.
With such information, the organisation can then decide on a formal or informal
mentorship programme for its staff.

De Simone et al, (2006:87) further stipulates that needs assessment information is

important for the formation of an effective human resource development (HRD)
programme due to the following reasons:
 It helps in ensuring the organisational goal and effectiveness in reaching those
gaps.
 It eradicates the gap between employee skills and skills required for a particular
job and,
 It assists the HRD manager to learn what and where programmes and
involvement of staff are required.

More than that, it enables the HRD manager to explore the roadblocks and opportunities
coming in a way to achieve HRD effectiveness (De Simone et al, 2006:88).

Proactive planning for HRD must always involve some self assessment by the HRD area,
for example, conducting HRD audits, looking for future trends that may impact the
organisation and the HRD initiative, determining goals for the function, setting
objectives, and developing training plans that are responsive to the current and future
training needs of the organisation given its strategic agenda.HRD professionals view
needs assessment as a tool to help the organisation identify problems and opportunities
that may be best addressed by training interventions or a combination of the two.
Examining future trends will allow for the organization to actively participate in career
planning and succession planning. Looking ahead will identify gaps that may be created
by circumstances such as death, retirement and termination of employment. Many
organizations have launched in house training activities such as Graduate traineeships to
groom employees. The advantage of such programs is the organizations culture is
imposed on the individual from a young age and they will absorb a lot of information that
will make transition processes flawless and will also ensure continuity.

Organizational needs are constantly evolving, often making it challenging to keep up

with the pace. For this reason, a needs assessment survey is crucial to enable one to
determine whether his or her proposed course of action is entirely necessary in relation to
the needs of her target group. Needs assessment has increased ability to manage change.
This is imperative to know before one begins any project. In the context of
organizational performance, the needs assessment process provides direction and focus in
the problem-solving process through identifying, documenting, and selecting appropriate
problems. A comprehensive needs assessment provides a systematic way to plan
strategically for improved performance. Needs assessment is central to the Hr planning
process. Within the human resource context, needs assessment is a crucial planning
strategy. One of the main purposes of human resource planning is to ensure that the
organization has enough people with the necessary knowledge, skills and motivation to
accomplish the organization's strategic business plans.

Within the training context, needs assessment provides a snapshot of the skills and
knowledge of people in an organization, by systematically analyzing training needs, we
can identify solutions to performance problems that will provide the best return on
training and development investments. A number of inefficiencies are likely to occur
when performance improvement initiatives are implemented without first performing a
needs assessment. An organization may use a training program when other interventions
might be more effective. Even if training is a logical solution, the organization may select
the wrong objectives or put inappropriate emphases on them. Ultimately, people may be
trained and sent back to their jobs without the necessary skills and knowledge. Whenever
possible, conducting a need assessment will actually help avoid wasted time, effort, and
money.

The HRD assessment is intended to provide users with a rapid assessment tool to identify
the organization’s characteristics with respect to the core functions of a Human Resource
Development system. For newly formed organizations, the instrument can serve as a
guide for developing an optimal HRD system. For established organizations facing
Changes (i.e. contracting out services, decentralizing, downsizing or expansion), the tool
can serve as a reference for the types of HRD issues that must be addressed in order to
manage change successfully.

In each case, the assessment work should be complemented by direct observation of the
organization’s HRD practice and a review of all relevant HRD and personnel documents.

The following documents are recommended for assessment:

Personnel Files and Reviews

Assessing these will aid in HRD because they allow the user to carry out a competency
audit and identify any training gaps. This will allow the user to develop a training system
to bridge the gap.

Job Descriptions and Work Plans

Technological advancement has changed work processes. Some job descriptions and
work plans have become obsolete. Assessment of these will enable HRD processes to
occur by identifying tasks which are now obsolete. This can result in programs such as
employee Development, a number of companies have recognized changes in work
structure and have implement educational policies for their employees.
Labor Law
Assessment of this information is crucial because it ensures HRD programs are not in
contravention to relevant statues. For example it would be a contravention of the law to
employ an individual below the age of 16 in Zimbabwe. The HRD strategy must be
hinged on legislation.

Strategic Plans

Assessment of this information is crucial because it ensures HRD programs are marrying
with the overall objectives of the organization. A good HRD program should not diverge
from the organization mission.

Financial/Payroll Record
Assessment of this information is crucial; since it may result in the success or failure of
HRD. Financial information is pivotal in HRD since a financial budget is required to fund
the program. The program must be centred on what the company can afford. Pay roll
record will indicate if the user will be able to manage costs associated with development.
Developing staff may become expensive if the organization does not have muscle to
retain the employee using financial incentives. Companies such as Schauberg realized
once an employee is trained they seek greener pastures. They designed a course that is
only recognized in their institution only in order to retain staff.

The HRD components assessed are part of a comprehensive HRD system, designed to
enhance the performance of staff and support the goals of the organization. It is crucial to
sasses all the fundamental HR principles in order to come up with an HRD strategy. HRD
is a strategic element which cannot be conducted without assessment.
REFERENCES
Armstrong, M., 2006. A Handbook of Human Resource Management Practice. 10th ed.
London: Kogan Page.

Armstrong, M., 2010. Armstrong's Handbook of Reward Management Practice.

Improving Performance through reward. 3rd ed. London: Kogan Page.

Bates,A,1996,Personell Management in Zimbabwe, Jann Investments

Bryson, A., R. Freeman,etal 1999. “Paying for performance: Incentive pay schemes and
employees’ financial participation.” Oxford University Press

HUMAN RESOURCE DEVELOPMENT (HRD)ASSESSMENT INSTRUMENT

FORNON-GOVERNMENTAL ORGANIZATIONS (NGOS)AND PUBLIC SECTOR
HEALTH ORGANIZATION,1998, Management Sciences for Health
https://www.managementstudyguide.com/training-needs-assessment.htm