Human Resource Development

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 HEIDI SILI SYC BOC RATS

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.

Needs Assessment Organization

Task

Person

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

Needs Assessment Techniques

InterviewsSMEs

FocusGroups

Documentation

ObservationQuestionnaires

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

Job Analysis Job Description

TDRs Job Specifications

KSAOs

Task Needs Assessment

Task

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?

8 Basic Questions con’d 7: Based on this analysis, IS

TRAINING NEEDED? 8: If training is needed, WILL

MANAGERS COMMIT THEMSELVES TO ACTIVE INVOLVEMENT in the training process