1. Human Resource Development Strategy and Tactics
CHAPTER 7: Training and Learning Needs Assessment
BUS 314

2. CHAPTER 7: Training and Learning Needs Assessment
Performance Management: A strategic and integrated approach to delivering sustained success to organizations by improving the performance of the people who work in them and by developing capabilities of teams and individual contribution.
Many factors influence performance
Models to identify whether training is likely to facilitate performance:
Individual model of training: change within the individual
Increased effectiveness model: correct steps for successful training intervention

3. Organizational Objectives and HRD Needs
For effective development ,HRD objectives must be aligned with the business goals
A good performance management system should be able to identify and link the development needs of the organization, group and individual
Variables having a positive impact on performance
Commitment
Empowerment and involvement
Leadership
Teamwork
Culture
Communications
Flexibility
Learning

4. 1.Individual Model of Training
The Need: Training is required because the organization perceives that specific individuals are not perceived to be doing their job as effectively as they could.
Reasons why an individual might not be benefitted from a training course and problems existing at this stage:
The Individual:
Not motivated to learn
Lack the ability to acquire skills
Lack of equipment upon return from training
Resistant to boss’s perception of their ineffectiveness
Lack time to attend training
Sees no opportunity to practice skills
Face jealousy
Easier to conform to previous performance
Feels that their needs and expectations were not considered
Finds the new skills incompatible with the job

5. 1.Individual Model of Training
The Training
A number of problems may occur at this stage in the training process
Inappropriate content and design
Little opportunity to practice acquired skills
Inexperienced trainer
Irrelevant examples
Artificial setting
Different needs of trainee and inappropriate training course

6. 1.Individual Model of Training
Change to Individual Knowledge, Skills, and Attitude
Individual improvement depends on:
Quality of training
Individual motivation
Individual’s needs
Improvement in Job Performance
It is assumed that individual ‘s job performance will change directly as a result of training
Increased Organizational Effectiveness
Sufficiently trained individuals will collectively impact on enhanced organizational performance

7. 1.Individual Model of Training
The Need
Increased Organizational Effectiveness
Training
Improved Job Performance
Individual knowledge, skills,
or attribute

8. Factors affecting individual job performance
Job Design
Competition
Structure
Work Environment
Group Process
Individual at Work
Rewards Systems
Technology
Management Style
Communication
Culture
Power and Politics

9. 2.The Increased Effectiveness Model of Training
Benefits of training
Increased motivation
Recognition
Enhanced responsibility
Implications for pay and promotion
Personal satisfaction
Career progression opportunities
Improved quality
Availability of staff

10. 2.The Increased Effectiveness Model of Training
What do you want to achieve?
How would you know if its been achieved?
Decide on necessary skills/resources
Assess existing skills/resources
Train or do something
Evaluate

11. Methods of Assessing Needs
Assessing needs at different levels of analysis
Commonly used methods:
Interviews
Observation
Self-Assessment
Organizational Level Needs
Two types:
Needs arising from collective needs at individual and job level
The knowledge, skills, and attitudes required by workers due to
Policy change
Objectives
New technology
New legislation

12. Needs Assessment Team Level Needs Job Level Needs
Team building or team working
Use explicit knowledge and interaction to arrive at shared understanding
Job Level Needs
Knowledge, Skills, Attitudes
Individual Level Needs
Focus on Self managed learning or Team learning

13. Job Training Analysis (JTA) Approaches
The aim of JTA is to identify what is to be learnt by the job holder in order for an improvement in his or her performance.
JTA focuses on training requirements
18 different JTA approaches. Most popular:
Comprehensive Analysis: Analytical and time consuming with detailed examination of all facets of a job
(for new jobs).
Key Task Analysis: identifies critical or core job tasks essential to competent performance (for complex jobs requiring reflection, creativity, analysis, and problem- solving). Instead of analyzing the whole job, crucial task are identified as-
tasks crucial for competent performance,
objectives and targets,
key areas to be covered

14. Job Training Analysis (JTA) Approaches
Problem-centered Analysis: focuses on difficulties encountered. Often used with key task analysis
Competence Based approaches: identify how young trainees could be given organizational learning experience
Occupational training families
Key competencies
Transferable learning objectives
Two perspectives on management competencies
Input Perspective: identifies individual characteristics that are necessary to perform effectively
Output perspective: focuses on what high performers achieve- the NVQ approach

15. Job Training Analysis Techniques
Belbin’s Team Type Inventory: Most effective teams include 8 team roles
Company worker- a practical organizer
Chairman- Coordinator
Shaper- task leader
Plant- person of ideas
Resource investigator- salesman or diplomat, mr fix-it
Monitor/ Evaluator- analytically intelligent
Team worker- mediator
Completer/ Finisher- Looks over deadlines
ADDITIONAL ROLE: Specialist- Professional expert

16. Job Training Analysis Techniques
Anderson & West’s Team Climate Inventory
TCI measures climate in terms of the different aspects of working together that the team has evolved
Climate: Shared perception of the way things are around here- shared perception of organizational policies, practices, and procedures, both formal and informal

17. Job Training Analysis Techniques
Team Climate Inventory includes measures of
Communication Patterns
Participation
Safety
Cohesiveness
Task Style
Vision
Innovativeness

18. Individual HRD Needs Analysis
To assess an individual’s ability to perform a job effectively
To identify the gap between effective and current performance
Managers can question about jobs, problems, or perceived learning needs
To investigate work methods or work flows
Data must be analyzed to identify patterns and trends . The four approaches are:
Performance Appraisal
Development centres
Self-assessment
Psychometric testing

19. 1) Performance Appraisal
Means of rating individual performance, highlighting performance shortfalls and development needs
Means of motivating the individual and gaining commitment and identification with the organization and departmental goals
Types of appraisals:
Self-assessment
Peer assessment
Line management
Upward appraisal
360-degree feedback

20. Advantages and Disadvantages of Performance Appraisals
Self-assessment: reflect on one’s own needs and HRD requirements
Peer assessment: more comfortable to discuss with colleagues and know each other
Line management: improves commitment and support (vs distrust and apathy)
Upward appraisal: culture of openness and participation (identify needs jointly)
360-degree feedback: Comprehensive insight (includes all stake holders)

21. Criteria for Performance Appraisal
Results: rated on achievements expressed in well-defined personal or organizational targets
Processes: emphasis on how the outcomes are achieved rather than measurable results
Behavior: performance that is only tangibly connected with results or processes

22. 2) Development Centres
A Development centre is a process (not a place) of assessing managerial potential within an organization
Ideal way of conducting in-depth study of potential
Focus on development rather than an appraisal of current performance
Individuals undergo the various exercises, they are observed by a trained team of assessors. Performance on exercises is rated against a number of pre-determined dimensions.
The competence approach underlies many development centre designs, focusing on inputs or outputs. Many companies focus on inputs to assess
Reasoning, strategic awareness, Customer orientation, interpersonal skills, leadership, flexibility, creativity and innovation

23. Development Centres Often used for managers only
It is essential to validate any development centre by correlating development centre performance with future behavior
If too many competencies are assessed then becomes potentially invalid (exercise effect)
Feedback must be linked to assistance in developing areas identified as weak

24. 3) Self-Assessment Central to learning organization
Ongoing self-analysis and development
Numerous self-assessment tools with a focus on individual style and orientation

25. 4) Psychometric Tests Psychometric= mental measurement
Psychometric test- procedure for evaluating psychological functions
Distinction between test of maximum performance (test of intellectual ability) and test of habitual performance (measure of personality)
Qualities of a sound test:
Reliability
Validity
Objective Scoring
Standardization
Appropriate Norms

26. Integrated Individual and Organizational Solutions
Consider the expectations and aspirations of the individual alongside the requirements of the organization because they are mutually beneficial
Ensure flexibility and continuous development
Three areas to consider for HRD function:
The need for the organization to acquire the skills it requires
The satisfaction of the individuals’ aspirations
Genuine acceptance by management that the second is a pre-requisite of the first

27. Integrated Individual and Organizational Solutions
Two important points to consider:
Individuals are more interested in their own jobs and careers, but need to accept that development will be paid for by the employer
The organization will be more interested in its long-term survival, which will ultimately take precedence over the aspirations of individuals
Organizations are Decentralizing to produce networks of smaller businesses.

28. Integrated Individual and Organizational Solutions
Any organization that hopes to achieve the excellence required for substantial growth in future will depend more on the skills, creativity, flexibility of its staff than on its products.