Needs Analysis Chapter #4

Learning Outcomes By the conclusion of this discussion you should: Understand the purpose and process of conducting a training needs analysis at each of the three levels: Organizational Operational Person Have the information necessary to conduct your own training needs analysis.

Purpose of Needs Analysis Determines performance deficiencies (Expected Performance – Actual Performance) reactive proactive Determines causes and solutions Provides pre-training benchmark Focuses training Provides starting point Systematic method for determining what caused performance to be less than expected or required. Discuss Westcan Training page 115 TNA not necessary for mandatory training (sexual harassment), overall cultural shift training, or team-building.

What TNA should do? Increase chances that the time and money spent on training will be well spent. Determine the benchmark for evaluation of training. Increase the motivation of participants. Align training activities with the strategic plan.

Needs Analysis Process Outcomes Learning focus Participants Type Timing Resources Other HR/ business solutions What is the context? Triggers “Red Flags” Lack of basic skills Poor performance Technology Customer demands Innovation Raising the bar New job Regulations New direction Organizational change Training needs Organization analysis Operational analysis Where is training needed? Triggers can be either proactive or reactive. Proactive – anticipated deficiency due to a shift in the strategic direction or organizational change. Reactive – present deficiency identified through managers, employees or top management. Helps determine if the deficiency can be corrected through training. TNA ensures that right training is given to the right employees at the right time. Person analysis Non-training needs Who needs training?

Organizational Analysis Looks at the internal environment and determines its fit with organizational goals and objectives. Define mission and strategies & current standings Examine resources and allocation of resources Analyze internal environment Impact of internal environment on transfer Outcome: A determination of where the organization wishes to be (EP) and where the organization is (AP) and which areas need to be focused on in order to close the gap. Definition - Involves looking at the internal environment and determining its fit with organizational goals and objectives. It is also an examination of how these factors affect job performance and identifies constraints on training. Define mission and strategies – establishes context and priorities for training, you want to spend money to train people to support the mission and strategy. Examine resources and allocation of resources –defines what the organizations priorities are, where dollars are is where the training should be. Analyze internal environment – structures,systems (pay, reward, discipline, etc) and how they operate. Are these things congruent with performance objectives? Identify inconsistencies early so you can ensure transfer Impact of internal environment on transfer – Once implemented will training be supported or resisted by internal environment? TIA 4-1 pg. 124 Data collection pg 120-121 : Useful to use many sources/methods: interviews, surveys, archival data. Outcome: Identification of where the gap is and whether or not it is worth the time, money and effort to fix. 85% of issues found in a TNA are non-training fixes.

Operational Analysis/Job Analysis Examines the specific jobs to determine the tasks required and the KSAs necessary to perform job at expected level (EP) Analysis steps: Conduct a job analysis Identify any roadblocks in the task environment Outcome: Expected performance (EP) of individuals in the location specified in the organizational analysis. A list of KSAs and tasks required. Once you’ve identified where the deficiencies are in your organization, you can focus on the jobs in that location to further your TNA. Definition – examination of the specific jobs to determine the tasks required and the KSA necessary to get the job done (expected performance) Job analysis – tasks required to effectively do job Performance required – what level of performance is needed to be a success KSAs necessary to be successful Roadblocks – this is where organizational and operational analysis overlap – identifying what obstacles lie in the way of employees reaching required performance. Outcome: Identification of the behavior change needed and expected performance needed in order for the job incumbents to be successful in current or future job demands. Provides a starting point for evaluation phase and also creates a test of sorts to use in person analysis. Table 4-3 page 128 – Data Sources Who to ask? Employees and supervisors. Select average to better employees and use a representative sample.

Person Needs Analysis Examination of people performing the job to determined their actual performance levels. Identify Performance Deficiencies (expected performance (EP) - actual performance (AP)) Definition: examination of who is in the job and see if they have the required KSAs to do the job Identifies who is not meeting performance requirements. Either proactive or reactive. How to collect data? Table 4-7 pg 143-144

Personal Analysis Data Performance appraisal information 360, self-ratings, supervisory ratings Performance data Proficiency tests Attitude surveys

Group Activity Divide into groups and discuss a performance deficiency: Bad grades Absenteeism and/or tardiness Customer service List possible causes of performance deficiency. One scribe from each group will list ideas on board Complete in 5 minutes

Lack support, authority, tools Outcomes of TNA Train Don’t Know How Lack KSA Non-training Give what is needed, remove obstacles Can’t Lack support, authority, tools Get back into groups and categories causes of gaps. Training needs – don’t know how – lack KSA Non training needs – Can’t: lack of support, structure, systems, tools, culture, etc. Won’t: lack of motivation Non-training Give reasons, create consequences Won’t Lack motivation

Group Activity Part #2 Categorize all the performance gaps into one of the three outcome categories: Don’t Know How Can’t Won’t One scribe from each group will update list ideas on board Complete in 3 minutes

TNA Data All three areas are highly inter-related. Can conduct all levels at the same time. Development of employees should be top priority. Employees must have a positive perceptions about the TNA process.

Needs Analysis Example Fabrics Inc. Needs Analysis Example

Conclusion The training needs analysis (TNA) process is vital to designing, developing, facilitating, and evaluating an effective training program. Conducting a TNA involves in depth investigative research on all three levels: organizational, operational and person. Conclude and thoroughly discuss assignment.