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Needs Assessment

Needs Assessment. The design process begins with needs assessment First, is training needed?. Pressure points Legislation No basic skills Poor performance New technology Customer requests New products Higher performance standards New jobs. What is the context

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Needs Assessment

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  1. Needs Assessment • The design process begins with needs assessment • First, is training needed?

  2. Pressure points Legislation No basic skills Poor performance New technology Customer requests New products Higher performance standards New jobs What is the context Organizational analysis Person analysis Task analysis In what do they need training? The Needs Assessment Process

  3. The Needs Assessment Process Continued • Outcomes • What should be trained? • Who should be trained? • How much training? • Buy vs. Build training decision • Other HR options such as selection or job redesign

  4. Organizational analysis Business strategy Resources available for training Management support Person analysis Why do performance deficits exist? Who needs training? Employees readiness for training Task analysis What tasks? KSA’s Knowledge Skills Behaviors Abilities needed Needs Assessment Process #75

  5. Who Should Participate in Needs Analysis? #76 Upper Middle Trainers Level Level Original Is it needed How much will What do I analysis: to achieve goals it cost? need for a & strategy? training budget? Person:What business Who should be Who needs units need it? trained? training? Task:Do we have What jobs are What KSA are the right critical for needed? people? KSA’s training? • Subject Matter Exports KnowSME’s • Training needs • KSA needs • Equipment needed • Conditions in which tasks are performed • Job incumbents • Currently work in job

  6. Who else should? • Jpb encumbents • Subjects matter experts

  7. Methods Used in Needs Assessment #79 Technique Advantages Disadvantages Observation 1. Cheap 1. Needs skilled observer 2. No work interruptions 2. Hawthorne effect 3. Work environment is included Questionnaires 1. Information from large 1. Time consuming number of people 2. Low return rate 2. Data can be summarized 3. Lacks detail Technical manuals 1. Good information for new 1. Hard to understand & records jobs technical language 2. Objective Interview SME’s 1. Good at knowing problems 1. Time consuming & solutions 2. Difficult to analyze 3. Needs skilled interviewer

  8. Organizational analysis Strategy Managers support Resources Do we want to train? Person analysis Input Output Consequences Feedback Task analysis Work activity (task) Knowledge, skills, abilities Work conditions Needs Assessment Process

  9. Support of Managers & Peers • This is critical! • Must be supportive!

  10. Training Resources • Three possibilities • Internal consultants • Testing for skills, those who do not score high are reassigned to other jobs • Purchase training from outside consultant

  11. Request for Proposals • The state, Oklahoma, does this • Training venders send in biography & resumes-qualifications • Give examples of the programs • Give evidence of the programs worth

  12. Development of a Program Takes Time • Rule of thumb • 10-20 hours for each hour of instruction • CD Rom development time • 300-1,000 prep hours per hour program (depending on the amount of animation etc.)

  13. Pressure points Customer complaints Poor job performance Input Understands the need to perform Necessary equipment Interference Opportunity to perform Output Standard to judge successful performance Consequences Incentive to perform Consequences for poor performance Feed back Frequent & specific feedback about performance Factors That Influence Employee Performance & Learning

  14. Personal Characteristics • Motivation to learn • Basic skills • Three levels of cognitive ability • Verbal competency • Quantitative ability • Reasoning ability

  15. Personal Characteristics Continued 4. Readability • Need basic skills, instruction, & literacy training • Self efficiency “I can attitude” • Helping employee succeed • Reassure them that training will help them improve not hurt them • Give feedback

  16. Task Analysis • Job • Task • Knowledge • Skill • Ability • Other

  17. Steps In Tasks Analysis • Select job • Develop a preliminary list of tasks • Validate preliminary list • Identify necessary knowledge, skills, and abilities

  18. Competency Models • Used to identify knowledge, skills, and abilities for a job • Used to identify personal characteristics • Match competencies to job analysis

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