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Training Needs Anakysis (Strategic/ Organisational Analysis…
Training Needs Anakysis
Definition
Training Needs Analysis
- process by which an organisation’s HRD needs are identified and articulated
- starting point of the HRD and training process
- an assessment of the gap between the knowledge, skills and attitudes that the people in the organization currently possess and the knowledge, skills and attitudes that they require to meet the organisation's objectives
Training Needs
- The discrepancies between what an organisation expects to happen and what actually occurs in terms of work performance
Purpose is to identify:
- organisation’s goals and its effectiveness in reaching these goals
- gaps between employees’ skills and the skills required for effective current job performance
- gaps between current skills and the skills needed to perform the job successfully in the future
- conditions under which the HRD activity will occur
Levels of Training Needs Analysis
- Strategic/ Organisational - suggests where in the organisation training is needed and under what condition it will occur
- Task - explains what must be done to perform a job or complete a process successfully
- Person - reveals who needs to be trained and what kind of training they need
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Task Analysis
The Task Analysis Process:
- Develop an overall job description
- Identify the task - Describe what should be done and what is actually done in the task
- Describe KSAOs needed to perform the job
- Identify areas that can benefit from the training
- Prioritise areas that can benefit from the training
Sources of data for Task Analysis:
- Job Descriptions
- Job Specification or Task Analysis
- Performance Standards
- Perform the Job
- Observe Job-Work Sampling
- Review Literature Concerning the Job
- Ask Questions about the Job
- Training Committee
- Analysis of Operating Problems
- Card Sort
Person Analysis
Conducting Person Analysis:
- Directed at determining the training needs of the individual employee
- Focuses on how well each employee is performing tasks
- Immediate supervisor plays a particularly important role in person analysis
- Observe the employee's performance on a regular basis
- Use the 360-degree performance appraisal to get a complete picture of the employee's performance
Components of Person Analysis:
- Summary Person Analysis involves determining the overall success of individual employee performance
- Diagnostic Person Analysis tries to discover the reasons for an employee's performance
- Effective performers may be the source for ideas on how to improve employee performance
- Analysis of ineffective performers can identify what interventions to improve on
Sources of Data for Person Analysis:
- Performance Data such as performance evaluation
- Observation Work Sampling
- Interviews
- Tests on Job Knowledge Skills
- Attitude Surveys
- Checklist or Training Progress Chart
- Rating Scales
- Critical Incidents
- Diaries
- Devised situations - Role play, Case study, Conference leadership
- Diagnostic Rating
- Assessment Centers
- Coaching
- MBO
Prioritising HRD Needs
Purpose of prioritising HRD needs:
- Limited resources
- Save time
- There may be needs that are more urgent
Participation in the Prioritisation Process:
- The process work best when the whole organisation is involved
- In the process of conducting HRD programmes, representatives from specific areas should input this decision
- Some HRD departments regularly solicit ideas from employees to refine and improve HRD programs
- By involving others in critical situations, more people will support the total HRD efforts
- Management staff, advisory committee and employees
The HRD Advisory Committee:
- Establishing the committee helps to continuously reflect the needs of employees and prioritising these needs
- Role of committee is to meet regularly and review needs assessment and advice on the type of HRD programs to be offered
- Should consist of members from a cross-section of the organisation to provide different perspective on needs
- Organisation should recognise those employees who volunteer to serve on the committee including the recognition that the meeting may have taken away time from their usual jobs