Chapter 5:

Establishing Needs and

Solutions to Talent
Development
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 Learning Objectives

1. Identify development needs

2. Establish development needs
3. Design needs form
4. Conduct needs analysis

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 Câu chuyện dẫn nhập

Vinamilk bất ngờ tham gia mở chuỗi cà phê: Thương hiệu Hi-Café

Trong năm 2019, công ty đã mở một cửa hàng tại trụ sở chính ở quận 7,
TP.HCM. Trong thời gian thử nghiệm và đánh giá hiệu quả của hệ thống
này, công ty đang triển khai vận hành kinh doanh thông qua hợp tác với
một đối tác có đủ năng lực và ngành nghề phù hợp.

Trong năm 2020 và các năm kế tiếp, Vinamilk dự kiến sẽ phát triển mở
rộng chuỗi cửa hàng này tại nhiều địa điểm khác nhau và trực tiếp triển
khai vận hành hoạt động kinh doanh.
https://thanhnien.vn/tai-chinh-kinh-doanh/vinamilk-bat-ngo-tham-gia-mo-chuoi-ca-phe-1237733.html

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 Dẫn nhập - Kế hoạch Phát triển

1. Bước 1: Đánh giá các mục tiêu

2. Bước 2: Xác định những tác nhân ảnh hưởng

3. Bước 3: Phân tích tình trạng hiện tại của bộ phận

nhân sự

4. Bước 4: Hình dung những nhu cầu

5. Bước 5: Thực hiện Phân tích “Gap” (lỗ hổng) – Gap

Analysis

6. Bước 6: Phát triển một kế hoạch giải pháp.

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 Talent Gap Analysis

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 WHAT - Definition

A development need exists

when there is a GAP between

existing capabilities

and

the capabilities required

to achieve performance objectives.

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 WHAT - The Notion of
Development Need
The Notion of Development Need

The idea of development need

is directly linked with
work organizations and their objectives.

Different organizations with varying objectives

will have different needs.

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 5.1 Identify development needs

Organization level

Occupation level

Individual level

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 Organization Level - SWOT

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 Job or Occupation Level - KSA

K - Knowledge:

• Technical – specific to the job, and without which the job could not be
done

• Context – relates to elements to do with employment, elements to do with

physical environment, eg hazards; and elements to do with role/purpose
of job in function/department/organization, eg contribution to final product
or service.

• Background – relates to elements such as organization history and

relationship with stakeholders.

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 Job or Occupation Level - KSA

S - Skills:

• Intellectual – sometimes referred to as “mental” skills, for example,

judgement, decision-making and creativity.

• Physical – also known as “manual”, for example, sensory acuity, dexterity

and co-ordination.

• Interpersonal – also known as “social”, for example, verbal

communication, influencing and leadership.

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 How to conduct a skills gap analysis

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 How to list and prioritize skills
employees, teams and companies need

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 Position: Telesales Representative

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 Job or Occupation Level - KSA

A - Attitudes

The concept of attitudes is highly complex and controversial.

However, in simple terms, and in the context of jobs, attitudes held by

individuals can be good/bad or positive/negative or
desirable/undesirable.

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 Occupation level 16

Job Analysis:
- aim to identify the types of skills and behaviors
needed to perform a job well.
- focus on determining what employees need to
do to perform a good job.
- shows the importance of the job to the success
of the organization, which is the basis for
determining the priority order for training.

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 Individual Level

The most common method of

establishing individual needs

is through some form of performance management system

and/or associated appraisal scheme.

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 Individual level 18

Employee Analysis:
- In the organization perspective:
focuses on the employee’s
competencies and personal
characteristics as well as performance
result of their work.
- In the employee perspective: Bases
on passion, interest, aspiration, age... of
the employee.

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 5.2 Establish development needs

Training needs
Training
classification
content
Labor type
Entities have
training needs

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 ADDIE

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 ADDIE

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 Khảo sát nhu cầu đào tạo

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 Khảo sát nhu cầu đào tạo

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 5.2.1 Training needs
Entities in Labor degree
Labor relation Training content

Employer New training University

(organization) degree or above
Retraining College degree
Employee Intermediate
Additional
training degree
Vocational
Advanced degree
training
Untrained labor

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 5.2.2. Definition and role of 25

Training Needs Analysis

Training needs analysis is a

process of gathering and
analyzing information to
clarify the need to improve
work performance results and
identify whether training is a
solution to improve work
efficiency and development
ability with each specific staff.

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 5.2.3. Definition and role of 26

Training Needs Analysis

Training Needs
Analysis (TNA) is a
systematic process that
identifies and orders
goals, quantifies needs
and determines priorities
for training activities.

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 5.3 Design needs form

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 5.4 Conduct needs analysis

The basic to identify the Competency gap

Competency definitions
of organization/
Competency framework
of job title/
Competency model

Table of competency
evaluation results

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 5.4 Conduct need analysis
The process of reviewing and determining
competency gaps
Prepare documents: competency framework/
Step 1 definition, forms

Identify the competencies that need to be

Step 2 assessed according to job title.

Select appropriate competency assessment

Step 3 method and conduct an assessment

Identify competencies that are not up to the

Step 4 requirements (competency gap), the level of
deficiency as well as the importance level
Summary the competency types and competency
Step 5 gaps according to evaluation results

Proposal for corresponding personal policy

Step 6
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 5.4 Conduct need analysis

Should we need to train for

employee who does not
have enough competencies
for job performance?

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 5.4 Conduct need analysis 31

Identify training needs based on work

performance results

• Enterprises assess the work performance of

employees
-> Discover the problems, omissions and
weaknesses of the employees (work gap)
-> Discover which employees meet the
requirements of the job and those who need
training

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 5.4 Conduct need analysis 32

Identify training needs based on work

performance results
• Problem in the job not only comes from skill
level, for example: “not know how to do it”, but
also comes from the employee’s attitude, such
likes “do not want to do it”:
• ⇒ Training is not an issue
• ⇒ Enterprises need to review the reward and
discipline policy, motivation policy to make staff
more eager to work

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 5.4 Conduct need analysis 33

Identify training needs based on work

performance results
For those who "cannot do”:
• does not mean that they do not know how to do it
• but sometimes because they do not understand what they
need to do,
• or because of a problem in the technical organization of the
business.

→ Enterprises need to study the issue of labor

organization, task assignment.
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 5.4 Conduct need analysis 34

Identify training needs based on work

performance results

Organization need to:

→ Compare between benefits gained through
training in the future and the cost and time of
training
-> If ineffective, they can rearrange jobs or transfer
or terminate work

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