traning need analyss
TRANSCRIPT
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Chapter
Needs Assessment
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Introduction (1 of 2)
Effective training practices involve the use of an
instructional systems design process
The instructional systems design process begins
by conducting a needs assessment
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Introduction (2 of 2)
Before choosing a training method, it is important
to determine:
what type of training is necessary, and
whether trainees are willing to learn
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Needs Assessment
Refers to the process used to determine whether
training is necessary
Because needs assessment is the first step in the
instructional design process:
If it is poorly conducted, training will not achieve the
outcomes or financial benefits the company expects
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Causes and Outcomes ofNeeds Assessment
Reasons or Pressure Points OutcomesWhat is the Context?
Legislation
Lack of Basic Skills
Poor Performance
New TechnologyCustomer 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 asSelection or Job
Redesign
How Training Should
Be Evaluated
Who Needs the
Training?
In What Do
They Need
Training?
Organization
Analysis
TaskAnalysis
Person
Analysis
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Needs assessment involves:(1 of 2)
Organizational Analysis
involves determining:
the appropriateness of training, given the business strategy
resources available for training
support by managers and peers for training
Task Analysisinvolves:
identifying the important tasks and knowledge, skill, andbehaviors that need to be emphasized in training for
employees to complete their tasks
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Needs assessment involves: (2 of 2)
Person Analysis
involves:
determining whether performance deficiencies result from
a lack of knowledge, skill, or ability (a training issue) or
from a motivational or work design problem
identifying who needs training
determining employees readiness for training
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Key Concerns of Upper- and Midlevel Managers
and Trainers in Needs Assessment
Upper-Level Managers Midlevel Managers TrainersOrganizational
Analysis
Is training important to
achieve our business
objectives?
How does training
support our business
strategy?
Do I want to spend
money on training?
How much?
Do I have the budget to
buy training services?
Will managers support
training?
Person
Analysis
What functions or
business units need
training?
Who should be trained?
Managers?
Professionals?
Core employees?
How will I identify which
employees need
training?
Task Analysis Does the company have
the people with the
knowledge, skills, and
ability needed to compete
in the marketplace?
For what jobs can
training make the biggest
difference in product
quality or customer
service?
What tasks should be
trained?
What knowledge, skills,
ability, or other
characteristics are
necessary?
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Needs Assessment Techniques
InterviewsFocus
GroupsDocumentation
Observation Questionnaires
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Advantages and Disadvantages of NeedsAssessment Techniques (1 of 3)
Technique Advantages Disadvantages
Observation Generates data relevant to
work environment
Minimizes interruption of
work
Needs skilled observer
Employees behavior may be
affected by being observed
Questionnaires Inexpensive
Can collect data from a large
number of persons
Data easily summarized
Requires time
Possible low return rates,
inappropriate responses
Lacks detail
Only provides information
directly related to questions
asked
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Advantages and Disadvantages of NeedsAssessment Techniques (2 of 3)
Technique Advantages DisadvantagesInterviews Good at uncovering details
of training needs
Good at uncovering causesand solutions of problems
Can explore unanticipatedissues that come up
Questions can be modified
Time consuming
Difficult to analyze
Needs skilled interviewer
Can be threatening to SMEs
Difficult to schedule
SMEs only provide informationthey think you want to hear
Focus Groups Useful with complex or
controversial issues that oneperson may be unable orunwilling to explore
Questions can be modifiedto explore unanticipatedissues
Time consuming to organize
Group members provideinformation they think you want
to hear
Status or position differences
may limit participation
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Advantages and Disadvantages of NeedsAssessment Techniques (3 of 3)
Technique Advantages Disadvantages
Documentation
(Technical Manuals
and Records)
Good source of information
on procedure
Objective
Good source of taskinformation for new jobs and
jobs in the process of being
created
You may not be able to
understand technical language
Materials may be obsolete
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The Needs Analysis Process
Do We Want To Devote Time
and Money For Training?
Person AnalysisPerson Characteristics
Input
Output
Consequences
Feedback
Task Analysis or Developa Competency Model
Work Activity (Task)
KSAs
Working Conditions
Organizational Analysis
Strategic Direction
Support of Managers,
Peers & Employees for
Training Activities
Training Resources
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Questions to Ask in an OrganizationalAnalysis (1 of 3)
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?
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Questions to Ask in an OrganizationalAnalysis (2 of 3)
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 theprogram?
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Questions to Ask in an OrganizationalAnalysis (3 of 3)
Will employees perceive the training program as:
an opportunity?
reward?
punishment?
waste of time?
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Person Characteristics
Basic Skills
Self-Efficiency
Awareness of Timing Needs, Career Interests, Goals
InputUnderstand What, How, When to Perform
Situational Constraints
Social Support
Opportunity to Perform
OutputExpectations for Learning and Performance
Consequences
Norms
Benefits
Rewards
Feedback
Frequency
Specificity
Detail
Motivation to Learn
Learning Performance
+
+
+
+
Process for
analyzing the
factors that
influence
employee
performance
and learning
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Person AnalysisReadiness for training refers to whether:
Employees have the personal characteristics
necessary to learn program content and apply it
on the job.
The work environment will facilitate learning and
not interfere with performance.
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Factors that influence employeeperformance and learning:(1 of 2)
Person Characteristics
Ability and skill
Attitudes and motivation
Input
Understand need to perform
Necessary resources (equipment, etc.)
Interference from other job demands
Opportunity to perform
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Factors that influence employeeperformance and learning:(2 of 2)
Output
Standard to judge successful performers
Consequences
Positive consequences/incentives to perform
Few negative consequences to perform
Feedback
Frequent and specific feedback about how the job is
performed
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Person Analysis: Self-Efficacy
Self-efficacy - the employees believe that they
can successfully perform their job or learn the
content of the training program
Thejob environmentcan be threatening to manyemployees who may not have been successful in the
past
The training environmentcan also be threatening to
people who have not received training or formal
education for some length of time
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Employees self-efficacy level can beincreased by:(1 of 2)
Letting employees know that the purpose of the
training is to try to improve performance rather
than to identify areas in which employees are
incompetent
Providing as much information as possible about
the training program and purpose of training priorto the actual training
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Employees self-efficacy level can beincreased by:(2 of 2)
Showing employees the training success of their
peers who are now in similar jobs
Providing employees with feedback that learning
is under their control and they have the ability and
the responsibility to overcome any learning
difficulties they experience in the program
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To ensure that the work environmentenhances trainees motivation to learn: (1 of 2)
Provide materials, time, job-related information,and other work aids necessary for employees touse new skills or behavior before participating intraining programs
Speak positively about the companys trainingprograms to employees
Let employees know they are doing a good jobwhen they are using training content in their
work
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To ensure that the work environmentenhances trainees motivation to learn: (2 of 2)
Encourage work-group members to involve each
other in trying to use new skills on the job by
soliciting feedback and sharing training
experiences and situations in which trainingcontent was helpful
Provide employees with time and opportunities topractice and apply new skills or behaviors to their
work
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To determine if training is the best solution,assess whether: (1 of 3)
The performance problem is important and has
the potential to cost the company a significant
amount of money from lost productivity or
customersEmployees do not know how to perform
effectively
Perhaps they received little or no previous training orthe training was ineffective
(This problem is a characteristic of the person)
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To determine if training is the best solution,assess whether: (2 of 3)
Employees cannot demonstrate the correctknowledge or behavior
Employees were trained but they infrequently or never
used the training content on the job(This is an input problem)
Performance expectations are clear (input) andthere are no obstacles to performance such as
faulty tools or equipment
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To determine if training is the best solution,assess whether: (3 of 3)
There are positive consequences for goodperformance, while poor performance is notrewarded
Employees receive timely, relevant, accurate,constructive, and specific feedback about theirperformance (a feedback issue)
Other solutions such as job redesign ortransferring employees to other jobs are tooexpensive or unrealistic
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Person Analysis: Is training the bestsolution?
If employees lack the knowledge and skill toperform 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 thebest solution
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Task Analysis
Task analysis results in a description of workactivities, including tasks performed by the
employee and the knowledge, skills, and abilities
required to complete the tasks
Should only be undertaken after you have
determined from the organizational analysis thatthe company wants to devote time and money for
training
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Steps in a Task Analysis
1. Select the job(s) to be analyzed
2. Develop a preliminary list of tasks performed
by the job
3. Validate or confirm the preliminary list of tasks
4. Identify the knowledge, skills, or abilities
necessary to successfully perform each task
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Key Points to Remember When Conductinga Task Analysis (1 of 3)
Task analysis should identify both whatemployees are actually doingand what they
should be doingon 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
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Key Points to Remember When Conductinga Task Analysis (2 of 3)
For task analysis to be useful, information needsto be collected from subject matter experts
(SMEs)
SMEs include:job incumbents
managers
employees familiar with the job
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Key Points to Remember When Conductinga Task Analysis (3 of 3)
In deciding how to evaluate tasks, the focusshould be on tasks necessary to accomplish the
companys goals and objectives
These may not be the tasks that are the most difficultor take the most time
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Competency
A competency refers to areas of personalcapability that enable employees to successfully
perform their jobs by achieving outcomes or
successfully performing tasksA competency can be knowledge, skills, attitudes,
values, or personal characteristics
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Competency Model
A competency model identifies the competenciesnecessary for each job as well as the knowledge,
skills, behavior, and personality characteristics
underlying each competency
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Competency models are useful for trainingand development in several ways: (1 of 2)
They identify behaviors needed for effective jobperformance
They provide a tool for determining what skills
are needed to meet todays needs as well as the
companys future skill needs
They help determine what skills are needed at
different career points
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Competency models are useful for trainingand development in several ways: (2 of 2)
They provide a framework for ongoing coachingand feedback to develop employees for current
and future roles
They create a roadmap for identifying and
developing employees who may be candidates for
managerial positions
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Scope of Needs Assessment
Time constraints can limit the length and detailobtained from needs assessment
The scope of the needs assessment depends onthe size of the potential pressure point
You will be able to anticipate training needs if
you are attuned to the:business problems
technological developments
other issues facing the organization