1. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Chapter 4

2. Analysis Phase 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)

3. The TNA Identifies Performance Gaps
A Performance gap exists when:
Expected Performance > Actual Performance
Performance results from ????
KSA x Motivation x Environment

4. Summary: TNA Process After the Trigger
Organization gap?
Org. Analysis
Units in org. with gap
Operational Analysis
Persons in unit with gap
Person Analysis
Cause of gaps
KSA = Training solution
Other = Non-training solution

5. Correcting a Performance Gap (1 of 2)
Performance Gap Identified
Cost/Benefit of fixing is positive
Are performance consequences incongruent with desired performance?
Is feedback a problem?
Are there barriers to performance? NO NO NO
YES
YES
YES
See next
Slide
These need to be addressed before training will result in improved performance

6. Correcting a Performance Gap (2 of 2)
If PG is not caused by motivation or environmental factors
Look at KSAs
If employees have gaps in needed KSAs,
Possible solutions are:
Job aids
Practice opportunities with coaching
Redesign the job
Training
Transfer
Termination

7. What Do You Ask and Of Whom
What to Ask About Who to Ask
Mission Goals and Objectives
Social Influences
Reward Systems
Top mgmt, Dept. mgmt, supervisors and incumbents
Relevant supervisors and incumbents, perhaps relevant department managers
Job Design
Job Performance
Relevant supervisors and incumbents
Relevant department managers supervisors and incumbents
Methods and Practices
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8. Purpose of Operational Analysis
Identify unit level PGs related to Organizational PG
Identify any work impediments
Determine expected job performance standards
Determine KSAs required to meet standards
Develop measures of individual performance and KSAs

9. Sources For Operational Analysis
Training Need Implications
Practical Concerns
1. Job Descriptions
Outlines the job’s typical duties and responsibilities
Often inaccurate
2. Job specifications
Specific tasks required for the job and may include judgments of required KSAs.
Check for accuracy
3. Performance Standards
Provides objectives & standards related to the tasks required.
Very useful if available
4. Incumbents and supervisors
Provides accurate data about current job and performance expectations.
Must be done correctly to be of value

10. Form for Job-Duty-Task Method
Job (Title & Classification code if available):
Duty 1:
Task 1:   
Subtasks
KSAs Needed
Task 2:
And so on until all tasks for the duty have been identified
Duty 2:
And so on until all duties have been analyzed for tasks and KSAs

11. Example of task analysis
Job Title: Trainer (Delivery Specialist)
Duty 1: Provide face-to-face training to groups of 10 or more.
Task 1:
Deliver material in a manner that facilitates learning.
Subtasks:
Provide accurate information.
Apply approved training methods effectively.
And so on….
KSAs Needed
Knowledge of topic area and how it is used on the job.
Knowledge of all instructional methods and when to use them
And so on
Task 2:
Engage and Motivate trainees
Demonstrate value of training.
Knowledge of the adult learning process.
Effective interpersonal communication skills:
And so on until all tasks, subtasks and KSAs for the duty are identified
Repeat the process for Duty-1 until all duties have been analyzed for their required tasks and KSAs.

12. Comparing Outcomes of Worker- and Task-Oriented Approaches
Job
Task-Oriented
Worker-Oriented
Garage attendant
Checks tire Pressure
Obtains information from visual display
Machinist
Checks thickness of crankshaft
Uses a measuring device
Dentist
Drills out decay from teeth
Uses precision instruments
Forklift Driver
Loads pallets of washers on to trucks
High level of eye-hand coordination

13. Purpose of Person Analysis
Identify individual job performance gaps
Determine cause of performance gaps by:
Comparing individual KSAs to those required to meet job performance standards.
If KSAs are lacking training MAY be a solution
If KSAs exist, training is NOT a solution
Also need to examine motivation and environment factors, even for those lacking KSAs.

14. Data Sources for Person Analysis Part 1 of 4

15. Data Sources: Person Analysis (2 of 4)

16. Data Sources - Person Analysis (3 of 4)

17. Data Sources - Person Analysis (4 of 4)

18. Measuring KSAs
There are two significant issues you need to attend to in your measurement of KSAs
Reliability
Validity
Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

19. Writing good K &A questions (Skills can not usually be measured with questions)
Ask one thing, not multiple things
Give clear alternatives for M.C. questions
Clarify how to respond for Open ended
Make sure question provides value
Make sure you know what the right answer is

20. Good/Bad question? Who do you go to when you have a conflict at work?
Superior/Supervisor
Subordinate
Colleague or friend
Customers/Stakeholders
Other
Doesn’t measure KSAs.
a, c & d have multiple answers

21. Good/Bad question? How good are you at resolving conflict? Very GoodOK
Not Good at all
Doesn’t measure ability, only self perception of ability (almost always higher than reality)
Response alternatives are not anchored… what does good mean? What is the difference between good and OK?
Not enough gradations in ability

22. Good/Bad Question?
3. Which of the following acts, makes it illegal to treat employees and job applicants differently based on (Please check all that apply):
Law/Act
Group/Class
Title VII
ADEA
ADA
Equal Pay Act
Age
Appearance
Color
Gender
Marital Status
Mental Disability
National Origin
Physical Disability
Race
Religion

23. A good question, but scoring can be a problem.
Each law/act has 10 correct answers. Thus, a person’s score for each law/act will be the number correct out of 10.
Law/Act
Group/Class
Title VII
ADEA
ADA
Equal Pay Act
Age
Appearance
Color
Gender
Marital Status
Mental Disability
National Origin
Physical Disability
Race
Religion

24. Good/Bad Open Ended question?
List the specific KSAs you have developed for recruitment and selection. (For example: interviewing, reading completed applications, etc.)
Many problems with this type of question
People may (and usually do) think they know more than they do.
People may not remember all that they know
People may use terms for what they know that the test scorer doesn’t understand

25. Good/Bad Instructions?
Please choose only one answer, based on past experience.
These instructions say that you should answer the question based on experience rather than what the correct answer is. Thus, you are measuring what they say they have done, rather than what they know to be correct.

26. Good Rules to Follow in Writing Questions to Assess KSAs
Make sure you measure knowledge, skill or attitude, not what people think they know or can do.
Few skills can be measures with written questions.
Make sure you have the correct answer for your questions.
Make sure you know how to score the answers you will get.
Make sure your instructions are appropriate.
Proof your questions and answer alternatives carefully!!!

27. Comparing Reliability and Validity
Not reliable or valid
Reliable but not valid
Reliable and valid
See the Appendix from Needs Analysis Chapter

28. Criterion Deficiency, Relevance, and Contamination
Ultimate
Criterion
Criterion
deficiency
Validity
Criterion
relevance
Appendix Chapter 4
The bottom circle is the Actual criterion. This is what you are actually measuring.
The white area in the top circle represents all the aspects of what you want to measure, but are not measuring. This is called Criterion Deficiency.
The larger this white area the less valid is your measurement instrument.
Criterion
contamination
Actual
Criterion