TRAINING NEEDS ANALYSIS TECHNIQUE: INTERVIEW

BAKILAN, APPLE JOY G.

JABONILLO, ZARINA ALIANA D.

SILVESTRE, HIERISH VINN B.

HRPMC 211; 1417

“We envision Saint Louis University as an

excellent missionary and transformative
educational institution zealous in developing
human resources imbued with the Christian
Spirit and who are Creative, Competent, and
Social Involved.”

SCHOOL OF ACCOUNTANCY, MANAGEMENT, COMPUTING AND INFORMATION STUDIES

SAINT LOUIS UNIVERSITY

PHILIPPINES

October 2020

1. Millennial or Generation Y
 Shelouwayne Caysoen is a millennial who works at Tabuk Multi-Purpose Cooperative as an internal
auditor. She is responsible for maintaining the cooperative’s internal control; counterchecking and reviewing all
vouchers of all signatories; witnessing the cash count every end of the day; certifying the accuracy of the daily
cash position report; coordinating and working closely with the Audit Committee; assisting in the installation of
internal controls; conducting pre-inspection and post-inspection of repairs of buildings, vehicles, and others; and
inspecting all the deliveries of purchased supplies, equipment, furniture, and stocks of the cooperative as well as
the accomplishment of all cooperative projects before payment of the same. In general, she is responsible in the
pre and post auditing of all transaction of the cooperative and performing other jobs as maybe assigned by the
Chief Executive Officer.

Identifying the training needs of an employee is based on the employee performance evaluation. After
acquiring the result, an interview with the employee will be conducted about what the employee needs in order to
improve himself/herself and his/her work. All the information gained will then be passed on to the supervisor to
look into the lapses or lacking of the employee which creates a demand. The supervisor will look into the
personnel development policies and development program assigned to the employee. If the demand is on the plan,
the employee undergoes training. If not, the supervisor will check the budget and if there’s enough then the
training will proceed. But if there is not enough budget, the supervisor will have to compromise. The supervisor
will check if there are trainings included in the program that are not needed by the employees and replace it with
the ones that are needed. After that, the supervisor will look for training providers who can supply the demand of
the employee’s training needs. Inside trainings comprise of orientation, basic training of duties and
responsibilities and outsourced training providers by the management for all the employees. The topics are
generally applicable for all. On the other hand, outside trainings holds directly related topics to the employee’s
job.

The company has a centralized system. All finalization of works and decision-making is done at the main
branch resulting to a lot of paperwork for the employees on that branch. With this, the main branch of the
cooperative is lacking based on the number of its employees. It is a billionaire cooperative and yet there are less
than 60 employees, comprising both permanent and contractual employees, employed at the main branch. Having
the need for more employees, there is no proper segregation of duties and responsibilities. In some cases, the
employee’s assigned tasks are being burdened by more tasks not included on the employee’s list. Investment to
office equipment and insufficient office space are also being raised because of the sudden increase of asset, field
coverage, and members. Hence, the main branch is in need of restructuring on both the workplace’s setup and the
organization’s system.

Audit forums and Cooperative Development Authority (CDA) accredited seminars are helpful towards
the worker’s performance improvement. Updates on both policies and laws regarding statutory funds and proper
presentation of financial statements should always be addressed and added on the employee’s program/plan of
development. These are usually done by getting an invite from the Northern Luzon Federation of Cooperatives
and Development Center (NORLU CEDEC) or National Confederation of Cooperatives (NATCCO).

Training Recommendations:

 Training Program for Job Rotation and Job Assignment

-The company offers inside training including the orientation and basic training of duties and responsibilities,
however, there is no proper segregation of duties and responsibilities. The company must develop a training
program for Job Rotation and Job Assignment. This type of training program involves the movement of
employees from one job to another, so that they can attain the understanding of different functions and processes
to fill in the lacking number of its employees. Under this program, every employee receives job knowledge and
gains experience in each of the different job assignments. An entirely new job or a responsibility added to an
existing job is the key element in a developmental job assignment that stretches employees, pushes them out of
their comfort zones, and requires them to think and act critically. This training program provides the organization
a great amount of flexibility when transfers, promotions, or replacements become inevitable. Under this method
of training candidates employees are able to think outside the box and widen their thinking capabilities, hone their
communication skills and develop new skills that can improve a company’s competitive edge.

 Skill-based training

-The employee’s assigned tasks are being burdened by more tasks not included on the employee’s list. The
company must have a Skill-based training to cater the employees who take on tasks that are not included on their
lists and to allow them to learn new conceptual knowledge, necessary behaviors and skills. In addition to learning
how to complete new tasks and take on more responsibility, employees can learn advanced techniques to help
them complete everyday tasks more efficiently. This training would help the employees for their professional
development and perform their everyday job duties better. Investing time and money in employees’ skills makes
them feel valued and appreciated, and it challenges them to learn more and get more involved in their jobs. Higher
job satisfaction ultimately results in reduced turnover and higher productivity. Furthermore, this training would
identify the employees’ current skill levels, define the skill gaps and then design, implement and monitor
development plans. Determining the gap between current and required skill levels is essential in enabling a
company to meet its business challenges. An effective gap analysis also maximizes training efficiency. This
training also trains for hard skills and knowledge required to perform duties beyond their specific role.

2. Generation X

Ms. Joannah Marie Bai Pecua, belonging to the Generation Z, works as an accounting assistant at the
International School of Asia and the Pacific. Part of her job description are securing daily transactions; cash and
check collections; operation expenditures; and bank transactions of the institution.

The organization is conducting a quarterly organization/institution, co-department and job evaluation for
every employee to assess the needs of an employee to work comfortably and more productive in achieving the
goals of the institution. Every beginning of the semester, a mandated pre-orientation seminar is held by the HR
department for all the employees to evaluate the needs of every employee. This seminar also serve as a guide of
the HR officer to identify the suitable training need of an employee which will be conducted either within or
outside the organization.

The employees need additional benefits/incentives and an increase in their salary as they have the
minimum basic pay as their salary. Included in the list that the institution does not provide and what the
employees need are retirement pay or any optional retirement incentives, separation pay, clothing allowance,
performance bonus, holiday pay and overtime pay. Moreover, the trainings/seminars produce low returns of
service based on the cost of the training attended. The company should monitor that closely to ensure that no
money and time are being put to waste.

Training Recommendations

 Career Development Training Opportunities

-Career development defines their work identity and income potential. It is important that the company must
develop Career Development Training Opportunities for their employees. The benefits to the individual worker
of career development activities are fairly straightforward. The employee expands his or her skillset and moves
into more senior positions in the firm with greater responsibilities and, presumably, a larger paycheck and more
benefits/incentives as well. The firm benefits by having people at the ready to step into senior roles as the
company grows or as the need arises to replace workers. Generous career development programs can also build
a strong sense of loyalty between employees and employers. Many employers include career development
training in their benefits packages, giving employees the opportunity to further their professional education and
advance their skills. Through Career Development Training, workers and perform at a faster rate and with
efficiency thus increasing overall productivity of the company.

 Use mixed media and visually-stimulating messages. 

-Companies must remember that Generation Z is a 'visually-orientated generation', therefore,  the
more image-based their courses are, the better. Short YouTube-like instructional videos are
especially effective. Companies must also provide flexibility. Gen Z learners enjoy a higher degree
of self –study and autonomy. Giving them choice and freedom in their subjects of study, when
appropriate, is the key to helping develop motivation and self-confidence. Gen Z also expects
workplace technology to be intuitive, accessible, easy-to-use. For them, out-of-date or difficult to
use software equals being left behind and may make them feel frustrated.