training and training need analysis b.v.l.narayana sptm/rsc brc

Training and Training and training need training need

analysisanalysisB.V.L.NarayanaB.V.L.Narayana

SPTM/RSC BRCSPTM/RSC BRC

Introduction Introduction • Training

– Is essential and is a very big industry– Enhances productivity of individuals– Enables development of competencies

in line with organizational objectives– Allows communication of organizational

goals– Enhances career progression and self

development

DefinitionDefinition• TRAINING

– Provision aimed at creating intentional learning processes

– To bring about semi permanent change in individuals –Knowledge, attitudes. Skills and habits (KASH)—behaviors

– With an intention To enhance performance on the job

• d/d education –is more in general knowledge; training teaches a specific task or function

Stages Stages • Training and

development– 5 stages

Need analysis

Pre training

Design Pre training

Delivery On training

Transfer Post training

Evaluation Post training

Training need analysisTraining need analysis• TNA

– Determine organizational training needs– Whether organizational needs,

objectives and problems can be addressed by training?

– Influences overall effectiveness of training

– Is used to specify key features of implementation and evaluation

Training need analysisTraining need analysis• TNA

– Is a three step process• Organizational analysis—identify needs• Task analysis- content of training• Person analysis- who to be trained

– Need analysis must cover all three steps– Research shows

• Impact maximum on learning if organizational analysis done

• Impact maximum on behavioral outcomes if task analysis done

Training need analysisTraining need analysis• Work and research mostly done

– Task analysis• Consists of cognitive tasks

Cognitive capacities and cues -how and when to apply them

• and behavioral tasks– Identify competencies needed for jobs

» Competencies are cluster of interrelated knowledge, skills, values, attitudes and others which are important for successful job performance

• Done for individual and teams

Training need analysisTraining need analysis• TNA

– Organizational level and person level analysis—neglected

– Look at diversity and cross cultural training at requirements

– Also must look at • Concurrent needs and Future needs• Look to identify specific and generic skills

– Therefore requires a data base of competencies-collect data on organization, task and person characteristics

Training need analysisTraining need analysis• TNA

– What needs to be identified at a generic level• Knowledge-facts about objects, relationships,

rules, procedures, plans, goals and self knowledge• Observable skills –cognitive, psychomotor,

physical, interpersonal, expressive and self management

• Problem solving skills-heuristics, means –ends analysis, pattern matching, meta-cognition, transfers

• Attitudes and beliefs– self efficacy, racial, cultural, sexist, commitment

MethodologiesMethodologies• Groups of methods used in training

– Information presentation– Modeling- demonstration– Information presentation and learner

response—case method– Systematic response generation—

contextualizing the training– Simulation– On the job training

Training needs analysisTraining needs analysis• Process of TNA

– Organizational analysis• Determines appropriateness of training-

linked to orgn. Goals, strategies, resources– First needs an understanding of the organizational

environment—» technical, » others

– Measures work environment characteristics-» nature of support and » emphasis on training

Training needs analysisTraining needs analysis• Task analysis

– Identify observable tasks performed and knowledge and skills required to do it-job analysis

– Do it by • Job incumbents –develop lists of tasks performed• Assessors –grouping tasks into clusters based on

similarity• Managers – generating KSA for each cluster of tasks• Surveys to validate these Task, task cluster and

KSA’s• Use multiple assessors and multiple surveys

Training needs analysisTraining needs analysis• Task analysis

• At individual and team level

– Cognitive task analysis• Goals, decisions and judgments made on the job-use

elicitation techniques-look at thought processes

– Team task analysis• Simultaneous assessment of task and coordination

requirements

– Lists out the objectives for training programmes—specify what a trainee will be able to do at the end of training programme

Training need analysisTraining need analysis• Person analysis

– whether training is necessary so that employees can perform tasks effectively

• Identify reasons for poor performance-training and non training needs

– Who requires training• Look at employee records• Elicit self responses

– Whether trainees are ready for training• Audit of basic skills, abilities and motivations of

potential trainees—helps reorient training programmes

• Assess language skills

Training needs analysisTraining needs analysis• TNA—Organization –task-person

model– should be proactive– Done on a continuous basis– Helps allocate training resources

• Human performance intervention model– Is a problem solving exercise—identify

root cause and plan intervention

Training needs analysisTraining needs analysis• Assessment centers

– Is a skills evaluation process– Used in

• Selection and placement • Employee skill development• Career development• Organizational succession planning

– Good assessment centre can • Good job preview• Help design training programmes• Identify potential successors

Assessment centersAssessment centers• Essential elements

– Job analysis-• critical, relevant and observable performance

elements and competency categories

– Behavioral classification• Dimensions, skills, competencies, abilities

– Multiple assessments-techniques– Assessment techniques

• Allow behaviors revealing critical competencies to be observed

– Simulations • –demonstrates observable behavior

Assessment centresAssessment centres• Essential elements

– Assessors• Multiple assessors-not immediate supervisors-diversity enabled

– Assessor training• Demonstrate competence in role

– Recording behavior• Document through notes

– Reports- based on notes– Data integration –pooling of all observations

• Is a multi day affair and done in groups• Assessors are higher level managers, experts,

psychologists

Skills

Performance

Beliefs

Actions

THANKS ANY QUESTIONS