Effective Training: Strategies, Systems and Practices, 2nd Edition

Chapter Four

Needs Analysis

Session Overview

Describe the purpose of a needs analysis Explain the difference between proactive and reactive needs analysis Describe the framework for conducting a needs analysis

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Training Needs Analysis

Training Needs Analysis (TNA): A systematic method for determining what caused performance to be less than expected or required p.115

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Analysis Phase
Input
Organizational Analysis Objectives Resources Environment
TRIGGER Actual Organizational Performance (AOP) < Expected Organizational Performance (EOP)

Process

Output

Training Needs Identify Performance Discrepancy (PD) PD = EP < AP And Causes of PD Non Training Needs

Operational Analysis Expected Performance (EP)

Person Analysis Actual Performance (AP)

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Training Needs Analysis

Training needs analysis (TNA): is conducted when a triggering event occurs determines the benchmark for evaluation of training. provides an essential component in the implementation of the strategic plan
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Approaches to TNA
Two Approaches to Analysis:
1.

Proactive TNA

focuses on anticipated performance problem

2.

Reactive TNA

focuses on a perceived performance problem (discrepancy)

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Model of Process When Performance Discrepancy Is Identified (1 of 2)

Performance Discrepancy
YES Is it worth fixing?
YES KSA Deficiency
YES

Reward/ Punishment Incongruence

YES

Inadequate Feedback
YES

Obstacles in the System

YES

Choose Appropriate Remedy

Change Contingencies

Provide Proper Feedback

Remove Obstacles

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Model of Process When Performance Discrepancy Is Identified (2 of 2)

Performance discrepancy is worth fixing AND is due to a KSA deficiency

Choose Appropriate Remedy Job Aid Training Practice Change the Job

Change Contingencies

Provide Proper Feedback

Remove Obstacles

Transfer or Terminate
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Data Sources for Locating Performance Discrepancies (1 of 3)

Data Source Recommended Organizational Goals, Objectives and Budget Training Need Implications Example

Where training emphasis To maintain a quality can and should be standard of no more than 1 placed. reject per thousand Goal is to become ISO certified and 90,000 dollars has been allocated to this effort Where training is needed to fill gaps caused by retirement, turnover, age, etc. Thirty percent of our truck drivers will retire over the next four years

Labor Inventory

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Data Sources for Locating Performance Discrepancies (2 of 3)

Data Source Recommended Organizational Climate Indices Training Need Implications These may help focus on problems that have training components Items related to productivity are useful in determining performance deficiencies Seventy percent of grievances are related to behaviors of 6 supervisors Example

Grievances

Absenteeism Accidents
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High absences in clerical staff Accident rate for line workers increasing
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Data Sources for Locating Performance Discrepancies (3 of 3)

Data Source Recommended Analysis of Efficiency Indices Training Need Implications Can help document difference between actual performance and desired performance Labor costs have increased 8 percent in the last year New or changed equipment may present training problem The line has been shut down about once per day since the new machinery was installed. Waste has doubled since using the new cutting tool Example

Cost of labor

Changes in System or Subsystem

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Framework for Conducting a TNA

Organizational Analysis

Examining the internal environment of the organization and determining its fit with organizational goals and objectives

Job Analysis (Task Analysis)

Examine jobs to determine the required KSAs necessary to get the job done

Person Analysis

Examine employees to see whether they possess the required KSAs necessary to do the job.
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Organizational Analysis An organizational analysis should collect data about:

The mission and strategies of an organization The resources and allocation of the resources, given the objectives The factors in the internal environment that may be causing the problem
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Organizational Analysis: What Do You Ask and Of Who (1 of 3)

What to Ask About
Mission Goals and Objectives What are the goals and objectives of the organization How much money has been allocated to any new initiatives Is there general understanding of these objectives

Who to Ask
Top management Relevant department managers, supervisors and incumbents

Social Influences What is the general feeling in the organization regarding meeting goals and objectives What is the social pressure in your department regarding these goals and objectives productivity

Top management Relevant department managers, supervisors and incumbents

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Organizational Analysis: What Do You Ask and Of Who (2 of 3)

What to Ask About
Reward Systems What are the rewards and how are they distributed? Are there incentives, are they tied to the goals and objectives? What specifically do high performers get as rewards? Job Design How are the jobs organized? Where does their work/material/ information come from, where does it go when done? Does the design of the job inhibit workers from being high performers?

Who to Ask
Top management Relevant department managers, supervisors and incumbents

Relevant supervisors and incumbents, perhaps relevant department managers

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Organizational Analysis: What Do You Ask and Of Who (3 of 3)

What to Ask About
Job Performance How do employees know what level of performance is acceptable? How do they find out if their level of performance is acceptable? Is there a formal feedback process? Are there opportunities for help if required? Methods and Practices What are the policies/ procedures/rules in the organization. Which if any inhibit performance

Who to Ask

Relevant supervisors and incumbents

Relevant department managers supervisors and incumbents

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Job Analysis An operational analysis should collect data to:

Determine what KSAs are required by employees in order to meet the expected performance Determine the characteristics of the task environment (workflow, equipment, ergonomic concerns, etc)
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Job Analysis Two approaches to Job Analysis:

Worker-Oriented Approach

Focuses on the KSAs that are required on the job Focuses on the work activities (tasks) required to perform the job
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Task-Oriented Approach

Job Analysis: A Comparison of the Worker- and Task-Oriented Approaches

Job Task-Oriented Approach Worker-Oriented Approach

______________________________________________________________ Garage attendant Checks tire Pressure Obtains information from visual displays Machinist Checks thickness of crankshaft Drills out decay from teeth Loads pallets of washers onto trucks
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Use of a measuring device Use of precision instruments High level of eye-hand coordination
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Dentist

Forklift Driver

Job Analysis: Data Sources

(1 of 3)
Sources for Obtaining Job Data
1. Job Descriptions

Training Need Implications

Practical Concerns

Outlines the jobs typical duties and responsibilities but is them not meant to be all inclusive List specified tasks required for each job.

Often inaccurate due to time constraints or job knowledge.

2. Job Specifications

May be product of the job description and suffer from the same problems

3. Performance Standards

Objectives of the tasks of job, and standards by which they are judged.

Very useful if available, and accurate, but often organizations do not have formal performance standards

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Job Analysis: Data Sources

(2 of 3)
Sources for Obtaining Job Data 4. Perform the Job Training Need Implications Practical Concerns

Most effective way of determining specific tasks, but has serious limitations in higher level jobs Most effective way of determining specific tasks, but has serious limitations in higher level jobs

Easy, short cycle type jobs are a possibility.

5. Observe JobWork Sampling

Useful again for very short cycle jobs. Be aware of the impact of being observed can influence behavior

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Job Analysis: Data Sources

(3 of 3)
Sources for Obtaining Job Data 6. Questions directed to the job holder and the supervisor. Training Need Implications Practical Concerns

Most often used method the job holder and his supervisor have different perspectives and information

7. Review Literature concerning job in professional journals practitioner journals other industries

Useful for determining specific issues related to the job and what is being done by others and what the results are

Need to be sure information is relevant to your organization

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Personal Analysis Person Analysis

Examine employees to see whether they possess the required KSAs necessary to do the job.

Expected Performance Actual Performance = Performance Discrepancy

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Person Analysis: Data Sources

(1 of 5)
Data Sources for Obtaining Data
Performance Data or Appraisals

Training Need Implication

Easy to analyze and quantify for purposes of determining subjects and kind of training needed. More subjective technique.

Remarks
Supervisor ratings are often done poorly as there is no real incentive to do them well, and a lot of good reasons not to Done effectively in some situations like customer service where you can monitor behavior Be sure employee believes it is in his best interest to be honest
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Observation Work Sampling

Interviews

Only individual knows what he believes he (she) needs to learn.

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Person Analysis: Data Sources

(2 of 5)
Data Sources for Obtaining Data Questionnaires Training Need Implication Same approach as the interview. Remarks Same concerns as the interview

Tests a. Job knowledge b. Skills c. Achievement Attitude Surveys

Can be tailor-made or standardized. Care must be taken so that they measure job related qualities. On an individual basis, useful in determining morale, motivation, or satisfaction of each employee.
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Care in the development of scoring keys is important and difficult to do if not trained in the process Important to use well developed scales

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Person Analysis: Data Sources

(3 of 5)
Data Sources for Obtaining Data Checklists or Training Progress charts Rating Scales Training Need Implication Remarks

Up-to-date listing of each Rely on supervisor employees skills. ratings, see Performance data or Appraisals Care must be taken to ensure objective employee ratings. Rely on supervisor ratings, see Performance data or Appraisals

Critical Incidents

Observe actions critical to successful and unsuccessful performance.

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Rely on supervisor ratings, see Performance data or Appraisals

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Person Analysis: Data Sources

(4 of 5)
Data Sources for Obtaining Data
Diaries

Training Need Implication

The individual employee records details of his (her) job. Certain knowledge, skills, and of attitudes are demonstrated in these techniques. Combination of several of the above techniques.

Remarks

Devised Situations

Useful, but again, care in development of scoring criteria is important Although expensive to develop and operate, these are very good
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Assessment Centers

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Person Analysis: Data Sources

(5 of 5)
Data Sources for Obtaining Data
Coaching

Training Need Implication

Similar to interview one-to-one.

Remarks
Must choose coaches carefully and train to be most effective Good process when implemented properly, and Review Systems are the support of top management

MBO or Work Planning

Provides actual performance data on a recurring basis related to organizational and group or individually negotiated standards.

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