Human Resource Development

1. Human Resource Development

2. 3 Levels of HRD • Training • KSAOs for current job • Education • Preparation for next job • months -> year • Development • Prepare for wide variety of jobs • very long term

3. Type of HRD Differences in Needs Assessment Differences in Instructional Design Different Metrics forEvaluation

4. Training • What does it produce? Performance Indicators Training • What are specific performance indicators you can look for in your learner population to measure their improved task performance after their learning?

5. When should we provide training? • New equipment, software • New tasks (job changed) • New regulations • Performance deficiency (gap) When should we conduct a needs assessment? • Performance deficiency (gap)

6. Required Performance Actual Performance Performance Gap - = • Job study • Task analysis • Talk to manager • Outputs • Job description • Time studies • Performance records • Sales • Errors • Accidents • Survey • Interview • Observation How can this formula help you in dealing with training requests?

7. Outputs output/hour items sold units produced inventory turnover shipments tasks completed work backlog money collected forms processed cases handled productivity Costs sales expense unit costs costs/account cost savings budget variances program costs employee turnover grievances safety violations Types of Job Performance Records - 1

8. Time overtime processing time lost days repair time completion time training time work stoppages order response late completions equipment downtime supervisory time schedules met break-in for new people absenteeism excessive breaks time saved Quality error rates re-work inventory adjustments rejects scrap product defects shortages accidents objectives not met waste deviation from standard product failures customer complaints employee complaints job satisfaction Types of Job Performance Records - 2

9. Identify Cause(s) of the Problem • Most employees would do it if they knew it. • Poor job performance always has a cause. In the overwhelming majority of situations, when you discover a gap between required performance and actual performance, it will be one or more of these seven factors of job performance:

10. Causes of Performance Problems • Knowledge & skill • Capacity • Standards • Measurement • Feedback • Conditions • Incentives & motivation

11. Knowledge & skill provide classroom, self-paced instruction provide practice, job aids, coaching Capacity change personnel Standards develop/publicize Measurement develop/revise Feedback provide, improve use Conditions reorganize, upgrade, redesign, reduce interference Incentives provide/strengthen positive consequences remove/weaken negative consequences for good performance positive consequences for poor performance Solutions for Performance Problems

12. Knowledge & skill provide classroom, self-paced instruction provide practice, job aids, coaching Capacity change personnel Standards develop/publicize Measurement develop/revise Feedback provide, improve use Conditions reorganize, upgrade, redesign, reduce interference Incentives provide/strengthen positive consequences remove/weaken negative consequences for good performance positive consequences for poor performance When is Training the Solution?

13. Is training the best solution? • If employees lack the knowledge and skill to perform and the other factors are satisfactory, training is needed. • If employees have the knowledge and skill to perform but input, output, consequences, or feedback are inadequate, training may not be the best solution.

14. Wrong Reasons for Training • MAFIA • HEIDI • SILI • SYC • BOC • RATS

15. Wrong Reasons for Training • MAFIA • Management asked for it again • HEIDI • Hey everybody else is doing it • SILI • Spend it or lose it • SYC • Show you care • Save your can • BOC • Butts on chairs, rumps in the room • RATS • Random acts of training

16. When you go to ER, what do you want the doctor to do? • Ask questions • Run tests • Analyze data • Diagnosis • Prescribe treatment You have to know the disease to get the right cure.

17. Organization Needs Assessment Task Person

18. The Needs Assessment Process Outcomes Reasons or “Pressure Points • What Trainees Need to Learn • Who Receives Training • Type of Training • Frequency of Training • Buy Versus Build Training Decision • Training Versus Other HR Options Such as Selection or Job Redesign What is the Context? • Legislation • Lack of Basic Skills • Poor Performance • New Technology • Customer Requests • New Products • Higher Performance Standards • New Jobs Organization Analysis In What Do They Need Training? Task Analysis Person Analysis Who Needs the Training?

19. Questionnaires Observation Documentation Focus Groups InterviewsSMEs Needs Assessment Techniques

20. Technique Advantages Disadvantages Observation Generates data relevant to work environment Minimizes interruption of work Needs skilled observer Employees’ behavior may be affected by being observed Questionnaires Inexpensive Can collect data from a large number of persons Data easily summarized Requires time Possible low return rates, inappropriate responses Lacks detail Only provides information directly related to questions asked Advantages and Disadvantages of Needs Assessment Techniques (1 of 3)

21. Technique Advantages Disadvantages Interviews Good at uncovering details of training needs Good at uncovering causes and solutions of problems Can explore unanticipated issues that come up Questions can be modified Time consuming Difficult to analyze Needs skilled interviewer Can be threatening to SMEs Difficult to schedule SMEs only provide information they think you want to hear Focus Groups Useful with complex or controversial issues that one person may be unable or unwilling to explore Questions can be modified to explore unanticipated issues Time consuming to organize Group members provide information they think you want to hear Status or position differences may limit participation Advantages and Disadvantages of Needs Assessment Techniques (2 of 3)

22. Technique Advantages Disadvantages Documentation (Technical Manuals and Records) Good source of information on procedure Objective Good source of task information for new jobs and jobs in the process of being created You may not be able to understand technical language Materials may be obsolete Advantages and Disadvantages of Needs Assessment Techniques (3 of 3)

23. Use multiple sources of information to increase the validity of the analysis Use more than two methods for collecting information to increase the validity of the analysis

24. Upper-Level Managers Midlevel Managers Trainers Organizational Analysis Is training important to achieve our business objectives? How does training support our business strategy? Do I want to spend money on training? How much? Do I have the budget to buy training services? Will managers support training? Person Analysis What functions or business units need training? Who should be trained? Managers? Professionals? Core employees? How will I identify which employees need training? Task Analysis Does the company have the people with the knowledge, skills, and ability needed to compete in the marketplace? For what jobs can training make the biggest difference in product quality or customer service? What tasks should be trained? What knowledge, skills, ability, or other characteristics are necessary? Key Concerns of Upper- & Midlevel Managers & Trainers in Needs Assessment

25. The Needs Analysis Process Person Analysis • Person Characteristics • Input • Output • Consequences • Feedback • Organizational Analysis • Strategic Direction • Support of Managers & Peers for Training • Training Resources Do We Want To Devote Time and Money For Training? • Task Analysis or Develop a Competency Model • Work Activity (Task) • KSAs • Working Conditions

26. Organizational Needs Assessment • Company’s Strategic Direction • Support of Managers & Peers • Resources • budget • time • training Organization

27. Questions to Ask in an Organizational AnalysisTable 3.3, p. 81 • How might the training content affect our employees’ relationship with our customers? • What might suppliers, customers, or partners need to know about the training program? • How does this program align with the strategic needs of the business? • Should organizational resources be devoted to this program? • What do we need from managers and peers for this training to succeed? • What features of the work environment might interfere with training? • Do we have experts who can help us develop the program content and ensure that we understand the needs of the business as we develop the program? • Will employees perceive the training program as an opportunity? reward? punishment? waste of time?

28. Person Needs Assessment • Determine source of performance deficiency • Identify who needs training • Determine readiness Person

29. Task Needs Assessment • Job Analysis • Job Description • TDRs • Job Specifications • KSAOs Task

30. Steps in a Task Analysis • Select the job(s) to be analyzed. • Develop a preliminary list of tasks performed by the job. • Validate or confirm the preliminary list of tasks. • Identify the knowledge, skills, or abilities necessary to successfully perform each task.

31. Key Points to Remember When Conducing a Task AnalysisTable 3.7, p. 95 • Task analysis should identify both what employees are actually doing and what they should be doing on the job • Task analysis begins by breaking the job into duties and tasks • Use more than two methods for collecting task information to increase the validity of the analysis • For task analysis to be useful, information needs to be collected from subject matter experts (SMEs): job incumbents, managers, employees familiar with the job • In deciding how to evaluate tasks, the focus should be on tasks necessary to accomplish the company’s goals and objectives • These may not be the tasks that are the most difficult or take the most time

32. “Speedy needs assessment” & “How to do a needs assessment when you think you don’t have time” Articles from Training & Development & Training with practical suggestions regarding needs assessment

33. “Speedy needs assessment”8 Basic Questions • 1: What are the OPERATING problems? • 2: Are the operating problems caused or contributed to by HUMAN BEHAVIOR? • 3: Could the employees perform correctly if they had to • Have they done so lately?

34. 8 Basic Questions con’d • 4: Is the desired performance now BEING DEMANDED by employees’ manager? • 5: What evidence shows that present PERFORMANCE is a PROBLEM? • 6: What OTHER ISSUES might be contributing to this operating problem?

35. 8 Basic Questions con’d • 7: Based on this analysis, IS TRAINING NEEDED? • 8: If training is needed, WILL MANAGERS COMMIT THEMSELVES TO ACTIVE INVOLVEMENT in the training process