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Training and Training and training need training need
analysisanalysisB.V.L.NarayanaB.V.L.Narayana
SPTM/RSC BRCSPTM/RSC BRC
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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
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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
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Stages Stages • Training and
development– 5 stages
Need analysis
Pre training
Design Pre training
Delivery On training
Transfer Post training
Evaluation Post training
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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Skills
Performance
Beliefs
Actions
THANKS ANY QUESTIONS