human resource development. 3 levels of hrd training ksaos for current job education preparation for...
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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
Type of HRDDifferences in
Needs Assessment
Differences in Instructional Design
Different Metrics forEvaluation
Training What does it produce?
What are specific performance indicators you can look for in your learner population to measure their improved task performance after their learning?
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)
RequiredPerformance
Actual Performance
PerformanceGap
- =
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 youin dealing withtraining requests?
Types of Job Performance Records -
1 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 -
2 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
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:
Causes of Performance Problems
Knowledge & skill Capacity Standards Measurement Feedback Conditions Incentives & motivation
Solutions for Performance Problems
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? 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
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.
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
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.
The Needs Assessment Process
Reasons or “Pressure Points
Outcomes
What is the Context?•Legislation
•Lack of Basic Skills
•Poor Performance
•New Technology
•Customer Requests
•New Products
•Higher Performance Standards
•New Jobs
•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
Who Needs the Training?
In What Do They Need Training?
Organization Analysis
Task Analysis
Person Analysis
Advantages and Disadvantages of Needs Assessment Techniques (1 of 3)
Requires timePossible low return rates, inappropriate responsesLacks detailOnly provides information directly related to questions asked
InexpensiveCan collect data from a large number of personsData easily summarized
Questionnaires
Needs skilled observerEmployees’ behavior may be affected by being observed
Generates data relevant to work environmentMinimizes interruption of work
Observation
DisadvantagesAdvantagesTechnique
Advantages and Disadvantages of Needs Assessment Techniques (2 of 3)
Time consuming to organizeGroup members provide information they think you want to hearStatus or position differences may limit participation
Useful with complex or controversial issues that one person may be unable or unwilling to exploreQuestions can be modified to explore unanticipated issues
Focus Groups
Time consumingDifficult to analyzeNeeds skilled interviewerCan be threatening to SMEsDifficult to scheduleSMEs only provide information they think you want to hear
Good at uncovering details of training needsGood at uncovering causes and solutions of problemsCan explore unanticipated issues that come upQuestions can be modified
Interviews
DisadvantagesAdvantagesTechnique
Advantages and Disadvantages of Needs Assessment Techniques (3 of 3)
You may not be able to understand technical languageMaterials may be obsolete
Good source of information on procedureObjectiveGood source of task information for new jobs and jobs in the process of being created
Documentation(Technical Manuals and Records)
DisadvantagesAdvantagesTechnique
Use more than two methods for collecting
information to increase the validity of the
analysis
Use multiple sources of information to increase
the validity of the analysis
Key Concerns of Upper- & Midlevel Managers & Trainers in Needs
Assessment
What tasks should be trained?What knowledge, skills, ability, or other characteristics are necessary?
For what jobs can training make the biggest difference in product quality or customer service?
Does the company have the people with the knowledge, skills, and ability needed to compete in the marketplace?
Task Analysis
How will I identify which employees need training?
Who should be trained? Managers? Professionals? Core employees?
What functions or business units need training?
Person Analysis
Do I have the budget to buy training services?Will managers support training?
Do I want to spend money on training?How much?
Is training important to achieve our business objectives?How does training support our business strategy?
Organizational Analysis
TrainersMidlevel ManagersUpper-Level Managers
The Needs Analysis Process
Do We Want To Devote Time and Money For Training?
Person AnalysisPerson Characteristics• Input• Output• Consequences• Feedback
Task Analysis or Develop a Competency Model
• Work Activity (Task)
• KSAs
• Working Conditions
Organizational Analysis
• Strategic Direction
• Support of Managers & Peers for Training
• Training Resources
Company’s Strategic Direction Support of Managers & Peers Resources
budget time training
Organizational Needs Assessment
Organization
Questions to Ask in an Organizational Analysis
Table 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?
Determine source of performance deficiency
Identify who needs training Determine readiness
Person Needs Assessment
Person
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.
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
“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
“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?
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?
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