1. Training Needs Analysis WMG 23

2. Performance Gap (s) / Triggering Event  Farm E-Z  PG = EP – AP  How to probe systematically  The performance framework

3. Session Objectives - Training Needs Analysis – 29 th June, 2015  After attending these sessions you will be able to:  Describe the purpose of Needs Analysis  List the sequence in conducting needs analysis  List and explain the various sources through which information on needs can be obtained  Demonstrate elementary skills for performing needs analysis from a performance problem  Describe the relationship between needs analysis and training design and evaluation

4. Organizational Strategy Long and Short Term Goals & Values Individual Attributes Individual Behaviors Objective Results Situational Constraints Culture Economic Conditions Systems, structures, workflows

5. Factors Determining Human Performance P = M x KSA x E ENVIRONMENT (E) KNOWLEDGE, SKILLS, AND ATTITUDES (KSAs) MOTIVATION (M) PERFORMANCE (P)

6. Performance Gap Analysis

7. The Framework for Conducting TNA

8. TNA or TNI or TNIA  Confirms (or otherwise) a stated problem  Ensures effective direction to training  Pinpoints the problem  Identifies size of the problem  Indicates type of solution  Helps with training objectives (and evaluation) NB: Is a TNA always necessary?

9. Analysis Phase Input Process Output TRIGGER Actual Organizational Performance (AOP) < Expected Organizational Performance (EOP) Identify Performance Discrepancy (PG) PG = EP < AP And Causes of PG Non Training Needs Training Needs Resources Operational Analysis Expected Performance (EP) Person Analysis Actual Performance (AP) Organizational Analysis Objectives Environment

10. Sources of Investigating PG  Organisational Goals and objectives  Labour Inventory  Organisational Climate Indicators  Labour Management Data, Strikes, Lockouts etc  Grievances  Turnover  Absenteism  Attitude surveys  Analysis of Efficiency  Labour costs  Product Quality  Wastes  Changes in Systems and Processes  Management Enquiry or Interrogation (E-Z)

11. TNA  AOP – EOP = OPG (Farm E-Z, Decline in Sales)  Task Analysis – Expected Performance (Expected performance of Sales Executives)  Person Analysis – Actual Performance (Actual Performance of Sales Persons)  Output – Training Needs or Non Training Needs or Both  Training should be the last resort – not the first one

12. Better to Call it PGA rather than TNA(1) YES Is it worth fixing? Performance Discrepancy YES KSA Deficiency Reward/ Punishment Incongruence Inadequate Feedback Obstacles in the System Choose Appropriate Remedy YES Change Contingencies YES Provide Proper Feedback YES Remove Obstacles YES

13. Better to Call it PGA Rather than TNA(2) Job AidTrainingPracticeChange the Job Transfer or Terminate Performance discrepancy is worth fixing AND is due to a KSA deficiency Choose Appropriate Remedy Change Contingencies Provide Proper Feedback Remove Obstacles

14. Analysis Framework Operational Analysis Person Analysis Organisational Analysis

15. Organizational Analysis Person Analysis Task or Operational Analysis Legislations 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 Training versus other HR options such as Selection or Job Redesign How training should be evaluated? Reasons or ‘Pressure Points’ (Triggers) What is the context? Outcomes Who needs training?

16. Data on TNA  Business plans, objectives and new work standards, job descriptions and person specifications  Interviews with line managers or other key players  Questionnaire  MIS  Information on existing competence frameworks and analysis of levels of competence achieved  Appraisal and performance management data.

17. Organisational Analysis Fit between strategy and internal environment An organisational Analysis must be able to provide information and data on the following:  The mission and strategies of the organisation  The allocation of resources, given the objectives  Factors in internal environment causing the problem  The impact of above factors on developing, providing and transferring the KSAs to the job if training is the solution to PD

18. Organisational Analysis – What Aspects  Mission and Strategies  Resources (Capital, Infrastructure)  Human Resources  Organizational Environment (Internal)

19. Operational Analysis (Task Analysis)  The Operational Analysis determines exactly what is required of employees for them to be effective (Expected Performance)  Job analysis (worker oriented and task oriented)and Competency Mapping are the typical tools for obtaining the task and the KSA data that are required to meet expected job performance standards  Interviewing the employee and the supervisor about the process is the most frequently used tool

20. Why Competencies?  A cluster of KSAs  More general in nature (applicable to several jobs)  Longer term fit (jobs keep changing with changes in contingencies)  Most JAs do not take attitudes, motivations and feelings into account (meeting customer expectations)  Competencies can be linked to corporate goals (Competencies are derived cascading from the corporate goals)

21. Person Analysis  Will identify those incumbents who are not meeting the performance requirements  Person Analysis will identify the reasons why they are not meeting the requirements

22. Time Dimension ApproachDescription Reactive TNAWhen it is expected that a discrepancy might occur based on changes planned in the organisation Proactive TNATriggered by a current discrepancy

23. Training Needs: Routes, Methods, Means and Procedures Present/ReactiveLevelFuture/Proactive PERFORMANCEPROBEPERFORMANCEPROBE Organisational Survey Organisational Records OrganisationalCorporate Objectives Manpower planning Attitude Survey Functional Audit Organisational Review Telephone Group Discussion Behavioural Analysis Algorithms Job/OccupationalNew Technology New Products and Services New Legislation Training Needs Survey Functional Audit Succession Planning Critical Incidents Structured/unstructu red interviews Observation Participation IndividualPerformance Appraisal Career Planning Management Development Probation Review