the approach to competency based training need analysis ...reg.upm.edu.my/reg/etc/tna competency...
TRANSCRIPT
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The Approach to Competency based
Training Need Analysis Workshop
By Dr. PS Daram
Competency Management Training (M) Sdn Bhd [email protected]
+6012-4389951
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Instant Assessments
My name is My job is The org’n needs me because… My learning expectations from this Program is ……
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The Programme
• Objectives • Take away
• House rules
• Parking Lots/ Issues corner
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Section One
Background to TNA. Needed.
Needless.
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Training
Systematic development of A................ S................ K............... to help a person perform the job to the
required standards.
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Training
A planned effort to enable employees’ learning of job related competencies.
Diagnosis - ascertain from symptoms
Prognosis - forecast the course of action
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Training
Why is it a need Who needs training What is the area of
training
When is it required
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Training
Where is the venue By whom will
training be conducted
How will it be conducted
At what cost
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Development
The planned growth of expertise beyond current requirements.
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Key terms Knowledge Expertise Learning Development
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What is TNA ?
A systematic process of collecting and analyzing
information for individual and organisational improvement
Or
The method of choices for determining
who needs what training is usually called “training needs analysis”
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TNA
To determine if training is necessary
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Why TNA
Manage pressure points
Respond proactively
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Why TNA?
To address 1. Current performance deficiency 2. Future developmental needs
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TNA to
Identify ASK gaps Determine the right intervention Determine the benefits of training Distinguish training and non training
issues Identify organisational, task and person
issues
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Focus of TNA
Deficiency - present situation based on historical data scrap/rejects/complaints accident/absenteeism Opportunity - likely situation based (development) on future data business plan technology organizational change
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Types of needs
Normative Felt Expressed Comparative Anticipative
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Changes
Lead to needs people movement new management new process new technology
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Four conditions for Job Performance
Skills and Knowledge Self efficacy Opportunity to perform Supportive environment
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Rule Number 1 - Bob Mager
Train only when people don't know how to do it and there is a need for them to do it.
Training is a solution.
Performance is the goal.
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Rule Number 2 - Bob Mager
If they already know how , more
training won’t help.
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Rule Number 3 - Bob Mager
Skill alone is not enough to
guarantee performance
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Role of the Training Needs Analyst
Data collection Involve people Employ a process
model Share information
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Role of the Training Needs Analyst
Propose solutions
Manage obstacles Project closure
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Role of Line Management
Management
HOD HRD
Managers Executive Supervisors
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Issues
Current approaches
Discussion
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Sharing Exercise
15 minutes
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HRD
A process for unleashing human expertise through OD and T & D for the purpose of improving human performance
Phases
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OD
A long term effort - led and supported by top management
Key variables
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ADDIE CYCLE
ANALYSE
DESIGN
DEVELOP IMPLEMENT
EVALUATE
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Performance
How can you fix performance problems if you don’t know what they are? Diagnosis for Prognosis
EXPECTED
CURRENT
GAP
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Human Performance technology
•analysis cause for performance discrepancy •interventions
Improving performance through
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-symptoms an observable indicator of a performance problem
Analysis & Intervention
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-cause why the symptoms exist or reasons for the indicators of performance problem
Analysis & Intervention
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-Intervention what can you do to correct the causes identified
•training solution •non training solution
Analysis & Intervention
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Purpose of performance change
Establish - staff does not know what to do Improve - need improvement from current level Maintain - performance is acceptable Extinguish - learning to unlearn
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Theorems
Tom Gilbert
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Performance Analysis
Performance and Cause Analysis
Interventions
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Exercise - HPT
Participant workbook
Case study ABC Nature Care
Or actual work case
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Section Three
Levels of Analysis
ORGANISATIONAL
TASK/JOB
INDIVIDUAL
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Three levels of needs analysis
1. Organizational what is not happening what should happen 2. Job/task what performance should occur 3. Individual who needs what training
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Quantitative Analysis Technique for
Human Potential and Talent.
Dr. PS DARAM
HPT
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Quantative Analysis Technique for Human Potential.
STAFF
POSITION
ABILITY
ANALYSIS
DESIRED LEVEL
REVIEW
ASSESSMENT
MEASURED PERFORMANCE
PSDARAM MODEL. PATENTED
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Job Description.
Task Analysis
Competencies.
Competency Range
Performance Indicators
Level 1
Assessment.
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Performance Indicators.
Competency Range
Numeric Value
Level 2
Assessment.
Criteria
Generic and narrative
P C S
Mid Point
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Desired level
Rank by Numeric Value
Level 3
Pre determined By superior/SME
P C S
Critical Assessment Of Importance
1
2
3
Tabulate
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Assessment
Technical and Non Technical Knowledge Test
Level 4
Documentary Evidence
Observable Performance
Interviews
Score Card by Panel
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Section Four
Data Collection tools
Competency RCL CCL GAP ITJ TP
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DATA COLLECTION TOOLS
•Focus group
•Survey
•Interview
•Observation
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Focus group
• generating ideas across department • select members who can…….. identify performance problem identify causes and solutions • size - 5-6 members • composition - homogeneous heterogeneous
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Surveys
large sample feelings questionnaire - objective - clarity - administration - tabulation - findings - recommendation
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Interview
before - objectives - areas to be covered - who to interview - method of obtaining data during - listen, question and restate - open ended - close ended after - record - prepare report
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Observation
Visual
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OBSERVATION FACT VS INFERENCE
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Annual training plan
Training matrix
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No
Training Program
Who should attend
Where
Training Provider
Cost /pax
Other Exp
Ttl
Training Plan
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Section Five
Reporting
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Reporting to management
management buy in prioritize recommend solutions