1. Advances in Human Resource Development and Management
Course code: MGT 712
Lecture 22

2. Recap of Lecture 21 Training Needs Assessment/Analysis (TNA)
Why to conduct TNA?
What is a Training/HRD Need?
The TNA Model
Organizational Analysis
Data Sources for Organizational Analysis
What Do You Ask and from Whom?
Lecture 22

3. Learning Objectives: Lecture 22
TNA Model
Task Analysis
Steps in conducting a task analysis
Data Sources For Task/Operational Analysis
Person Analysis
Components of Person Analysis
Data Sources for Person Analysis
Output of TNA
Prioritizing HRD Needs
Lecture 22

4. The TNA Model Input Process Output Resources Operational/Task Analysis
Expected
Performance
(EP)
Person Analysis
Actual
(AP)
Organizational
Objectives
Environment
Identify Performance Discrepancy (PD)
PD = EP < AP
And Causes of PD
Non
Training
Needs
TRIGGER
Actual Organizational
Performance
(AOP) < Expected
Organizational
Performance (EOP)
Lecture 22

5. Task/ Operational Analysis
The systematic collection of data about a specific job or group of jobs to determine what an employee should be taught to achieve optimal performance
Appropriate standards of performance
How task should be performed to meet these standards
Knowledge, Skills, Abilities, and other characteristics (KSAO) required to meet the standards
Lecture 22

6. Steps in conducting a task analysis
Develop job description
Identify job tasks
The major tasks in the job
How each job should be done – performance standards
How the tasks are actually performed?
Identify what is takes to do the job -KSAOs needed
Identify the areas that can most benefit from training
Prioritize potential training areas
Lecture 22

7. Data Sources For Task/Operational Analysis
Sources for Obtaining Job Data
Training Need Implications
Practical Concerns
1. Job Descriptions
Outlines the job’s typical duties and responsibilities but is not meant to be all inclusive
Often inaccurate due to time constraints or job knowledge.
 2. Job Specifications
List specified tasks required for each job.
May be product of the job description and suffer from the same problems
  3. Performance Standards
Objectives of the tasks of job, and standards by which they are judged.
Very useful if available, and accurate, but often organizations do not have formal performance standards
4. Perform the Job
Most effective way of determining specific tasks, but has serious limitations in higher level jobs
Easy, short cycle type jobs are a possibility.
Lecture 22

8. Data Sources For Operational Analysis
Sources for Obtaining Job Data
Training Need Implications
Practical Concerns
5. Observe Job—Work Sampling
Most effective way of determining specific tasks, but has serious limitations in higher level jobs
Useful again for certain jobs. Be aware of the fact that being observed can influence behavior
6. Questions directed to the job holder and the supervisor.
Most often used method. The job holder and his supervisor have different perspectives and information
7. Review Literature concerning job in professional journals practitioner journals other industries
Useful for determining specific issues related to the job and what is being done by others and what the results are
Need to be sure information is relevant to your organization
Lecture 22

9. Person Analysis
Person analysis is directed at determining the training needs of the individual employees.
Expected Performance – Actual Performance = Performance Gap
Someone who can regularly observe the employee’s performance - supervisor
Addresses performance deficiency
Is performance substandard?
Are current employees capable of training?
Can performance be improved through training
Deals with the issue of whether to train, replace, motivate
Based on many sources of data
Lecture 22

10. Components of Person Analysis
Summary Person Analysis
Determines the overall success of the individual employee performance and classifies an individual as successful vs unsuccessful employee
Diagnostic Person Analysis
Tries to discover the reasons for an employee’s performance – how individual’s KSAOs, effort, and environmental factors combine to yield the summary person analysis
Effective performers may be the source for ideas on how to improve performance
Analysis of ineffective employees can identify which training interventions are needed
Lecture 22

11. Data Sources for Person Analysis
Sources for Obtaining Data
Training Need Implication
Remarks
Performance Data or Appraisals
Easy to analyze and quantify to determine subjects and kind of training needed.
Supervisor ratings are not for TNA and often done poorly
Observation – Work Sampling
More subjective technique.
Done effectively in some situations - customer service - where you can monitor behavior
Interviews
Only individual knows what he believes he needs to learn.
Be sure employee believes it is in his best interest to be honest
Questionnaires
Same approach as the interview.
Same concerns as the interview
Lecture 22

12. Data Sources for Person Analysis
Sources for Obtaining Data
Training Need Implication
Remarks
Tests
a. Job knowledge
b. Skills
c. Achievement
Can be tailor-made or standardized. Care must be taken so that they measure job related qualities.
Care in the development of scoring keys is important and difficult to do if not trained in the process
Attitude Surveys
On an individual basis, useful in determining morale, motivation, or satisfaction of each employee.
Important to use well developed scales
Checklists or
Training Progress charts
Up-to-date listing of each employee’s skills.
Rely on supervisor ratings, see “Performance data or Appraisals”
Lecture 22

13. Data Sources for Person Analysis
Sources for Obtaining Data
Training Need Implication
Remarks
Rating Scales
Care must be taken to ensure objective employee ratings.
Rely on supervisor ratings, see “Performance data or Appraisals”
Critical Incidents
Observe actions critical to successful and unsuccessful performance
Rely on supervisor ratings, see “Performance data or Appraisals”
Diaries
The individual
employee records
details of his job.
May be biased
Devised Situations
Certain knowledge, skills, and attitudes are demonstrated in these techniques.
Useful, but again, care in development of scoring criteria is important
Lecture 22

14. Data Sources for Person Analysis
Data Sources for Obtaining Data
Training Need Implication
Remarks
Assessment Centers
Combination of several of the above techniques.
Expensive to develop and operate, these are very good
Coaching
Similar to interview –
one-to-one.
Must choose coaches carefully and train to be most effective
MBO or Work Planning
Provides actual performance data on a recurring basis related to organizational and group or individually negotiated standards.
Good process when implemented properly, and Review Systems are the support of top management
Lecture 22

15. Developmental Needs
An effective person analysis should also determine future developmental needs for:
Maintaining and increasing the KSAs of employees
Career development by preparing the employee for future jobs
Data on developmental needs can be sought from:
Periodic performance evaluation
Skills inventory
Human resource information system
Lecture 22

16. Model of Process When Performance Discrepancy Is Identified
YES
YES
Is it worth fixing?
KSA
Deficiency
Reward/ Punishment Incongruence
Inadequate
Feedback
Obstacles in
the System
Choose Appropriate Remedy
YES
Change
Contingencies
Provide Proper Feedback
Remove
Obstacles
Lecture 22

17. Model of Process When Performance Discrepancy Is Identified
Performance discrepancy is worth fixing AND is due to a KSA deficiency
Choose
Appropriate
Remedy
Change
Contingencies
Provide
Proper
Feedback
Remove
Obstacles
Job Aid
Training
Practice
Change the Job
Transfer or Terminate
Lecture 22

18. Output of TNA Training Needs Non-Training Needs
Non-Training Needs that have no KSA deficiency
Reward/Punishment In-congruencies
Inadequate Feedback
Obstacles in the system
Non-Training Needs that have a KSA deficiency
Job Aids
Practice
Changing the job itself
Lecture 22

19. Prioritizing HRD Needs
There are never enough resources available
Must prioritize effort
The projected impact on organizational performance must always be kept in mind
What are the potential gains or return on investment from various options?
Need full organizational involvement in this process
More employees will perceive HRD programs as being relevant
More people in the organization will support HRD programs
Involve an HRD Advisory Committee.
Lecture 22

20. Summary of Lecture 22 TNA Model Task Analysis Person Analysis
Steps in conducting a task analysis
Data Sources For Task/Operational Analysis
Person Analysis
Components of Person Analysis
Data Sources for Person Analysis
Output of TNA
Prioritizing HRD Needs
Lecture 22

21. Reference books
Effective Training: Systems, Strategies, and Practice (3rd Ed.) P. Nick Blanchard and James W. Thacker: Dorling Kindersley, Delhi Human Resource Development: Foundation, Framework and Application Jon M. Werner and Randy L. DeSimone: Cengage Learning, New Delhi
Lecture 22

22. Thank you!
Lecture 22