Training Need Analysis

Lecture # 6+7
By Aziz Ahmed

Needs Assessment
Figuring out what is really needed
Not always an easy task
Needs lots of input
Takes a lot of work

Product Development
Model (PDM)
Analyze

Design

Develop

Produce Pilot

Evaluate

Deliver

Improve

The HRD Process: A DImE

Comparing the HRD

Process Model to the
PDM/ISD
HRD Process Model
Model
PDM/ISD Model
Assess
Design

Implement
Evaluate

Analyze need
Design training
Develop
Produce pilot
Evaluate pilot
Deliver training
Improve
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What is a Need?
A discrepancy between
expectations and performance
Not only performance needs
involved

Various Types of Needs

Performance
Diagnostic

Factors that can prevent problems from

occurring

Analytic

Identify new or better ways to do things

Compliance

Mandated by law or regulation

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Needs Assessment
The design process begins with a needs
assessment
Subsequent steps in the process include

Ensuring that employees have the motivation and

basic skills necessary to learn
Creating a positive learning environment
Making sure that trainees use learned skills on the
job
Choosing the training method and evaluating the
results

Needs assessment: Process used to determine

whether training is necessary

Traps in Needs
Assessment
Focusing only on individual
performance deficiencies

Doesnt fix group of systemic

problems

Starting with a Training Needs

Assessment

If you know training is needed, why

waste everyones time?
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Traps in Needs Assessment

2
Using Questionnaires
Hard to control input, often high
developmental costs, hard to write properly
Using soft data (opinions) only
Need performance and consequence data
Using hard data only
Easily measured data is provided, but
critical, hard-to-measure data is missing

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Levels of Assessment
Organization

Where is training needed and under

what conditions?

Task

What must be done to perform the job

effectively?

Person

Who should be trained and how?

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Strategic/Organizational
Analysis
A broad, systems view is needed
Need to identify:

Organizational goals

Organizational resources

Organizational climate

Environmental constraints

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Why Strategic Assessment

is Needed
Ties HRD programs to corporate or
organizational goals
Strengthens the link between profit
and HRD actions
Strengthens corporate support for
HRD
Makes HRD more of a revenue
generator

Not a profit waster

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Sources of Strategic
Information
Mission statement
HRM inventory
Skills inventory
Quality of Working Life
Efficiency indexes
System changes
Exit interviews
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Task Analysis
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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How to Collect Information

For a Task Analysis
Job descriptions
Performance standards
Perform job
Observe job
Ask questions
Analysis of problems

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A Sample Task Analysis

Process
Develop job description
Identify job tasks

What should be done

What is actually done

Describe KSAs needed

Identify potential training areas
Prioritize potential training areas
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Task Analysis for HRD

Position
Job title: HRD Professional

Specific duty: Task Analysis

Tasks

Knowledge and Skills Required

Subtasks

1. List tasks

1. Observe behavior

List four characteristics of behavior

Classify behavior

2. Select verb

Knowledge of action verbs

Grammatical skills

3. Record behavior

State so understood by others

Record neatly

2. List
subtasks

1. Observe behavior

List all remaining acts

Classify behavior

2. Select verb

State correctly

Grammatical skills

3. Record behavior

Neat and understood by others

3. List
knowledge

1. State what must be

known
2. Determine complexity
of skill

Classify all information

Determine if a skill represents a

series of acts that must be learned in
a sequence

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Person Analysis
Determines training needs for
specific individuals
Based on many sources of data
Summary Analysis

Determine overall success of the

individual

Diagnostic Analysis

Discover reasons for performance

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Performance Appraisal
Relied on heavily in person
analysis
Hard to do
Vital to company and individual
Should be VERY confidential
Based too often on personal
opinion
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The Employee Appraisal

Process

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Performance Appraisal
Process
Determine basis for appraisal

Job description, MBO objectives, job

standards, etc.

Conduct the appraisal

Determine discrepancies between
the standard and performance
Identify source(s) of discrepancies
Select ways to resolve discrepancies
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Prioritizing HRD Needs

There are never enough resources
available
Must prioritize efforts
Need full organizational
involvement in this process
Involve an HRD Advisory
Committee.
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