1. Chapter 4: Needs Analysis
Feihan Ahsan
BRAC University
October 2nd ‘2013

2. The TNA Model Input Process Output Resources Operational 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)
Chapter 4

3. Training Needs Analysis
Training needs analysis (TNA):
is conducted when a triggering event occurs
determines the benchmark for evaluation of training.
provides an essential component in the implementation of the strategic plan
Chapter 4

4. Framework for Conducting a TNA
Organizational Analysis
Examining the internal environment of the organization and determining its fit with organizational goals and objectives
Finding out whether internal policies or practices are preventing the firm from achieving it’s objectives
Ex- Maybe firm wants to be more team-oriented, but salary structure and bonuses are based on individual performance, so teamwork is not encouraged
Operational Analysis (Job Analysis)
Examine jobs to determine the required KSAs necessary to get the job done, as well as the specific duties and responsibilities of the jobs
Usually done through a job description and a job specification
Gives us the expected performance level (in terms of KSA’s) required for a job
Person Analysis
Examine specific, individual employees to see whether they possess the required KSA’s necessary for the job.
So, this gives us the actual performance level (i.e. actual KSA’s employees have right now). For example, employees can produce 50 sweaters/day (currently)
From this information, we can then calculate the Performance Gap (Performance Gap = Required KSA’s – Actual KSA’s)
Chapter 4

5. Organizational Analysis
An organizational analysis should collect
data about:
The mission and strategies of an organization
The resources and allocation of the resources, given the objectives
Capital Resources- such as machinery, equipment etc. If new machinery is installed, is training focused on using these resources etc?
The factors in the internal environment that may be causing the problem
Chapter 4

6. Organizational Analysis
An organizational analysis also collects information about the organizational environment.
The organizational environment is made up of various structures (mechanistic or organic) and designs (such as workflow, division of labour, pay system, and reward policies)
Chapter 4

7. Organizational Analysis: Data Sources
Data Source Recommended
Training Need Implications
Example
Organizational Goals,  
Objectives and Budget
Quality training required; Employees have to made familiar with ISO principles and methods
To maintain a quality standard of no more than 1 reject per thousand  
Goal is to become ISO certified and 90,000 dollars has been allocated to  this effort 
Chapter 4
Labour Inventory
Proactive TNA required, remaining employees have to trained in ad designing, or new employees have to be hired
7 ad designers will leave the company next year

8. Organizational Analysis: Data Sources
Data Source Recommended
Training Need Implications
Example
Organizational Climate Indices
These may help focus on problems that have training components
Grievances
So employees don’t need training, supervisors have to be disciplined, taught how to behave
Seventy percent of poor performance is related to behaviors of 6 supervisors (rude behaviours, insults etc)
Chapter 4
Absenteeism
High absences in clerical staff
Accidents
Accident rate for line workers increasing

9. Organizational Analysis: Data Sources
Data Source Recommended
Training Need Implications
Example
Analysis of Efficiency Indices
Waste
Can help document difference between actual performance and desired performance
Production Training needed for part-time workers
Wasted steel has increased by 14% since the company began using part-time workers
Chapter 4
Changes in System or Subsystem
Training on using the new machinery is needed
The production line has been shut down about once per day since the new machinery has been installed.
Waste has doubled since using the new cutting tool

10. Operational Analysis
An operational analysis should collect
data about:
Determine what KSA’s are required by employees in order to meet the expected performance
This is done to find out the expected performance level required for a job, so that we can find out performance gaps
For example, to do a particular job these expected KSA’s are required
We also consider the duties and responsibilities of the job, because the duties and responsibilities give us the KSA’s which are required (indirectly)
So, we use both a job description and a job specification for operational analysis
But the focus is more on job specification, because training can improve KSA’s, which are listed in a job specification (not a job description)
But both need to be considered
Chapter 4

11. Operational Analysis: Data Sources (1 of 3)
Sources for Obtaining Job Information
Uses in Training
Practical Problems
1. Job Descriptions
Outlines the job’s typical duties and responsibilities so indirectly gives us an idea of the KSA’s required
Often inaccurate due to time constraints or job knowledge. (written up quickly by supervisors or employees with little understanding of the job)
 2. Job Specifications
Gives us the personal characteristics of the people who will do the job, and therefore directly gives us an idea of the KSA’s required
May be product of the job description and suffer from the same problems (so if the job description is inaccurate, the job specification will also be inaccurate)
Chapter 4
  3. Performance Standards
Formal performance standards can directly give us the expected performance level required in the job
Sometimes organizations do not have formal performance standards

12. Operational Analysis: Data Sources (2 of 3)
Sources for Obtaining Job Information
Uses in Training
Practical Problems
4. Questionnaires
Good way of finding out job information from a large no. of employees simultaneously
No one present to explain the questions if employees are confused
Chapter 4
5. Observation
Can see with own eyes what the job is made up of, and therefore, expected performance levels are clear
Not useful for jobs which require a high level of mental activity (ex- interior designer, lawyer etc).
Also, employee acting…trying to look good when you know you are being watched (gives an inaccurate picture of the job)
If job cycle is long, observation can take a long time

13. Operational Analysis: Data Sources (3 of 3)
Sources for Obtaining Job Information
Uses in Training
Practical Problems
6. Interviews
Interviews can give very detailed information about a job, it’s required KSA’s, and any shortages that have to addressed
Employee Bias- Saying more than they actually do
Supervisor Bias- If supervisor is pissed at employee, then he or she will say “employee does nothing”, if employee is related or a favourite one, supervisor will say “he does soooo much”. Either way, correct picture of the job not obtained
Chapter 4
7. Review Literature concerning job in professional journals practitioner journals other industries, also online (O*Net database)
Gives a good general idea about the job (what employees in other companies are doing in similar roles etc). Standardized format
Information can be too general. For example, the “employee welfare” manager in your firm might do a lot more than the standard welfare manager.

14. Operational Analysis Two approaches to Operational Analysis:
Worker-Oriented Approach
Focuses on the KSAs that are required on the job
Usually, this information can be obtained from a job specification
Even though we are directly getting the expected KSA’s required for a particular job, we are not able to see the link or connection between the KSA’s and the tasks that the worker has to do.
Task-Oriented Approach
Focuses on the work activities (tasks) required to perform the job
Usually, this information can be obtained from a job description
From the duties and responsibilities, we can guess and find out (infer) the KSA’s required to do those duties
This approach enables us to see for ourselves the link between a task and the KSA required to do that task
Ex- Handling 100 customer complaints/day (task)…..requires……..effective communication and negotiation skills (KSA)
Also, enables us to plan and design training programs to address the KSA’s which are lacking, because we already know the tasks associated with it
Chapter 4

15. Operational Analysis: Task-Oriented vs Worker-Oriented
Job Task-Oriented Worker-Oriented Approach Approach
______________________________________________________________
Garage attendant Checking Tire Pressure Ability to read meters
Machinist Checking thickness of handle Ability to use measuring gauge
Chapter 4
Dentist Drilling out decay from Ability to use precision teeth instruments
Forklift Driver Loading piles of High level of eye-hand washers onto trucks coordination

16. Expected Performance – Actual Performance = Performance Discrepancy
Person Analysis
Person Analysis
Examining specific, individual employees to see whether they possess the required KSAs necessary to do the job.
Expected Performance – Actual Performance = Performance Discrepancy
Example:-
A sweater factory has an expected performance level of 15 rejects/month. Results show that the actual performance level is 25 rejects/month. Thus, there is a performance gap. This triggers a TNA. The operational analysis then identifies the KSA’s required to manufacture the sweaters properly (for example, good hand-eye coordination, ability to stay still, etc. ) The person analysis then determines which individual employees don’t have these required KSA’s. These people will be sent to training
Chapter 4

17. Person Analysis: Data Sources
Data Sources for Obtaining Information
Use in Training
Remarks
1. Supervisor
Performance
Appraisals
2. Performance Data
Productivity
Absenteeism and tardiness
Accidents
Grievances
Waste
Product quality
Downtime
Customer complaints
Supervisors are in a perfect position to comment whether employees have the required KSA’s or not
Here, we are analyzing each employees’ individual performance regarding these factors to find out deficiencies in KSA’s. These information are useful, easy to analyze and quantify for the purpose of determining actual performance.
Supervisor bias, as mentioned before.
Also, sometimes supervisors do not get the chance to see enough of employee’s performance to comment
Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

18. Person Analysis: Data Sources
Data Sources for Obtaining Data
Training Need
Implication
Remarks
3. Observation – Work Sampling Once again, you can see with
your own eyes which KSA’s
are lacking. The difference here
is that we are trying to find out
which individual employees have
KSA lackings, not the nature of the
Job itself
4. Interviews/ Questionnaires The individual knows best what But only if they are honest
KSA’s he or she haves and they can
give you the best idea about actual
performance
Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

19. Person Analysis: Data Sources
Data Sources for Obtaining Data
Training Need Implication
Remarks
5. Proficiency Tests
a. Job knowledge
b. Skills
c. Achievement
These tests can give an indication of job knowledge, skills or achievement (such as written tests, oral tests etc)
Written tests not appropriate when job does not involve a high level of reading ability (such as a plumber). In this case, an oral test would be better
Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall
6. Attitude Surveys
Useful in determining actual levels of morale, motivation, and satisfaction among employees
Creating attitude measures is difficult. Better to use scales that are already published (University of Michigan Scales etc.)

20. Person Analysis: Data Sources
Data Sources for Obtaining Data
Training Need Implication
Remarks
7. Devised Situations
Role-play
Case study
Business games
In basket
Certain knowledge, skills, and/or attitudes are demonstrated in these techniques.
Useful, but again, scoring has to be done carefully
Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall
8. Assessment Centers
Combination of several of the above techniques into an intensive assessment program
Although expensive to develop and operate, these are very good, as they use multiple raters and exercises to assess employees. Also criteria for performance are well developed

21. Person Analysis: Data Sources
Data Sources for Obtaining Data
Training Need Implication
Remarks
9. Coaching
Similar to interview –
one-to-one.
Must choose coaches carefully and train them if you want them to be effective
10. MBO or Work Planning
Provides actual performance data on a recurring basis related to individuals’
goals
Good process when implemented properly
Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

22. The Process Phase
In the process phase, the expected performance level is compared to the actual performance level to see whether there is a performance gap.
Performance Gap (PG) = Expected Performance (EP) – Actual Performance (AP)
This is different from the trigger phase, because in the trigger phase, we identified performance gap in terms of output, i.e.
Performance gap = Expected Output – Actual Output (for example, poor sales)
In the process phase, we identify performance gap in terms of KSA’s, i.e. what specific KSA’s are causing the poor output. So, in the process phase,
Performance Gap = Expected KSA’s - Actual KSA’s (for example, poor customer service training)
Chapter 4

23. Model of Process When Performance Discrepancy Is Identified – (1 of 2)
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
Chapter 4

24. Model of Process When Performance Discrepancy Is Identified – (2 of 2)
Choose
Appropriate
Remedy
Change
Contingencies
Provide
Proper
Feedback
Remove
Obstacles
Job Aid
Training
Practice
Alternatives to Training
Change the Job
Transfer or Terminate
Chapter 4

25. The Output Phase
Here, the outcomes of the process phase are analyzed, i.e. how much performance gap there is, what TNA approach is required, and whether the solution is training or something other than training.
As mentioned earlier, there can be a performance gap right now, or there can be an anticipated performance gap, i.e. a performance gap in the coming future.
These require different TNA approaches…..
Reactive TNA- Focuses on current performance problems, i.e. the performance gap exists right now
Proactive TNA- Focuses on performance problems that will happen in the future, i.e. there will be a future performance gap (AOP will be < EOP)
Also, in the output phase, we have to decide whether a training or a non-training solution is required. Because a performance gap can happen for a number of reasons, (lack of KSA’s is only one of the reasons). So, if the reason for the performance gap is non-KSA related, then training is not the solution and some other method has to be applied.
So, training can only fix performance gaps which are KSA-related

26. Needs Analysis Non-Training Needs
Include those that show no KSA deficiency and those characterized by a KSA deficiency but for which training is not the best solution.
Reward/Punishment that is contrasting
Inadequate or inappropriate feedback
Obstacles in the system.
Job Aids – are a set of instructions, diagrams or other forms of directional information that is available on the job site.
Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall