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C3 - Needs Assesment
C3 - Needs Assesment
Needs Assessment
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 3-1
Introduction (1 of 2)
Effective training practices involve the use of an
instructional systems design process
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 3-2
Introduction (2 of 2)
Before choosing a training method, it is important
to determine:
what type of training is necessary, and
whether trainees are willing to learn
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 3-3
Needs Assessment
Refers to the process used to determine whether
training is necessary
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 3-4
Causes and Outcomes of
Needs Assessment
Reasons or “Pressure Points” Outcomes
•Legislation What is the Context? •What Trainees Need to
Learn
•Lack of Basic Skills
Organization •Who Receives Training
•Poor Performance Analysis
•Type of Training
•New Technology Task In What Do
They Need •Frequency of Training
•Customer Requests Analysis
Training? •Buy Versus Build
Person
•New Products Training Decision
Analysis
•Higher Performance •Training Versus Other
Standards Who Needs the HR Options Such as
•New Jobs Training? Selection or Job
Redesign
•How Training Should
Be Evaluated
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 3-5
Needs assessment involves: (1 of 2)
Organizational Analysis – involves determining:
the appropriateness of training, given the business strategy
resources available for training
support by managers and peers for training
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 3-6
Needs assessment involves: (2 of 2)
Person Analysis – involves:
determining whether performance deficiencies result from
a lack of knowledge, skill, or ability (a training issue) or
from a motivational or work design problem
identifying who needs training
determining employees’ readiness for training
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 3-7
Key Concerns of Upper- and Midlevel Managers
and Trainers in Needs Assessment
Upper-Level Managers Midlevel Managers Trainers
Organizational Is training important to Do I want to spend money Do I have the budget to
Analysis achieve our business on training? buy training services?
objectives? How much? Will managers support
How does training support training?
our business strategy?
Person Analysis What functions or business Who should be trained? How will I identify which
units need training? Managers? employees need training?
Professionals?
Core employees?
Task Analysis Does the company have For what jobs can training What tasks should be
the people with the make the biggest trained?
knowledge, skills, and difference in product What knowledge, skills,
ability needed to compete quality or customer ability, or other
in the marketplace? service? characteristics are
necessary?
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 3-8
Needs Assessment Techniques
Observation Questionnaires
Focus Documentation
Interviews Groups
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved. 3-9
Advantages and Disadvantages of Needs
Assessment Techniques (1 of 3)
Technique Advantages Disadvantages
Observation Generates data relevant to Needs skilled observer
work environment Employees’ behavior may be
Minimizes interruption of work affected by being observed