Download - Task analysis and training need assessment
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TRAINER FACED WITH FOUR QUESTIONS
- What trainee must learn
– In what order it be learnt
– How will I know when he/she learned
– What teaching/training materials are best suited to learn
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WHAT IS A TRAINING NEED?A training need is a specific skill which an individual must acquire in order to perform a task efficiently &
effectively.
TN = TPL – ELC
TN : TRAINING NEED
TPL : TARGET PERFORMANCE LEVEL
ELC : EMPLOYEE’S LEVEL OF COMPETENCE
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Performance GapsOrganization Level
Team or Department Level
Individual Employee Level
Desired Performance
Actual Performance
GapGap
Gaps in performance can appear at various levels.
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Causes of Performance Gaps
• Standards are set too high
• Poor management
• Insufficient resources
• Poor operation systems
• Unskilled workers
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Three Approaches To Getting Employees To Improve Their Performance
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Coercive
Makes use of threats by more powerful employees/owners.
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Persuasive-Rational
Makes use of sales tactics to convince people to change.
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Needs Assessment
Three step Needs Assessment Process
1. Organizational Analysis
2. Task Analysis
3. Person Analysis
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OBJECTIVES OF TNA- To determine what to teach
- To prepare training objectives
- Developing curriculum
- To identify knowledge, attitude &skills to perform job
- Deciding training aids and methodology
-Identify and organised job charts.
- Writing job responsibilities
- Help in recruitment, selection, transfer, promotion
- To establish standard of performance.
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TASK / JOB ANALYSIS
Systematic process for defining a job and determining what performance discrepencies exist.
Proces of collection, tabulation, classification, interpertation and reporting data pertaining work performed by worker.
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Job – work done to produce goods and services.
Jobs consist of many duties.
Duty - responsibilitites of job incumbent
- Occupy most of the time
- Recurring
- Require skills, knowledge & abilities
- duty is made of tasks
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Task - essential steps in performance of duty.
- Performed according to certain standards.
Task is made up of elements
Element – most detailed level of work until that with details of procedure and techniques involved in a task.
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JOB OR MAIN TASK
DUTY DUTY DUTY DUTY
TASK TASKTASK
SUB-TASK SUB-TASK SUB-TASK
TASK TASKTASKELEMENT ELEMENT ELEMENT
ETC.
HIERARCHY OF TASKS
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BARRIERS TO EFFECTIVE TNA
• Low status & lack of cooperation !
• Unfavorable attitudes toward training !
• Sensitive organization issues !
• Complicated occupational issues !
• Lack of skill in gathering information !
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JOB SPECIFICATION
• This is detailed statement of the knowledge and the physical and mental activities required to carry out the tasks which constitute the job. A job specification proforma might have the following headings:
Duty/responsibilty and task/task element
• A task/task element is a clearly definable activity forming part of a main duty or responsibility
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Knowledge/comprehension
What the person undertaking the task must know or understand in order to carry out the job to an adequate standard and would cover:
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Organization/company knowledge products, departmental structure, policies, procedures, wage and salary structure, etc.
Task knowledge/comprehension ‘headwork’ necessary for successful performance, theory the job holder will put into practice, materials used, equipment available, work method, quality, quality standards, safety, team working etc
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.Skills/abilities
• A series of behaviours or acts that form the task and which require practice in orer for the task to be performed satisfactorily. The skill or ability may be psycho-motor(manual), social/interpersonal or intellectual.
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Attitudes:
• In this context attitudes refers to the feelings or emotional reaction towards or against something or someone, which may affect job behaviour in a positive or negative way.
• In respect of training the main benefits of drawing up a job specification are:
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Judgement
• What judgements does the job holder have to make?
• What discretion does the job holder have to exercise?
Physical working conditions
• Under what physical conditions is the job holder working in terms of:
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• Environment (place of work, lighting, heating, noise vibration, humidity, cleanliness, danger, hazards)?
• Physical workload (weight of materials, equipment, etc)?
• Psychological load (stress, vigilance, decision making etc)?
• Posture (standing, sitting, bending, walking, stretching)?
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Social working conditions
• What the nature of the social conditions in which the job holder operates in terms of:
• Size of work group, level of work group, cohesiveness of work group, attitudes of work group?
• Nature of rewards affecting work group?
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Economic working conditions
• What are the economic working conditions in terms of:
• Length of employment contract?
• Hours of work(full time, part time, overtime)?
• Pay (average earnings, salary scale, nature of and reasons for increases, methods of determining basic pay)?
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• Additional remuneration (bonuses, danger/dirt money, long service awards, profit sharing, payment by results, etc)?
• Payments (to medical schemes, social clubs, pension schemes,etc)?
• Holidays?
• Absenteeism?
• Fluctuations in availability of work?
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TRAINING
• What training is made available to the job holder?
• What is the organization’s training policy?
• Who does the training?
• Where does the training take place?
• Is full pay given during training?
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Job holder’s performance
• What are the stated difficulties, distastes and satisfactions of the job and what are the apparent consequences?
• What is the nature of unsatisfactory performance? In what terms is it expressed (qualitative or quantitative, ie. Time, money, numbers etc)?
• How does the stated nature of unsatisfactory performance compare with the standards of performance required?
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THANK YOU