Training Need Analysis

Training Need Analysis

‡ Performance gap ( AOP is less than EOP): Current performance gap and future oriented performance gap. .Concept of Need Analysis ‡ Training process begins with some type of triggering event/pressure points ‡ A triggering event/pressure points occurs when with authority to take action recognizes that actual organizational performance (AOP) is less than the expected organizational performance (EOP).

Why training need analysis? ‡ Training need analysis is conducted to determine whether resources required are available or not. computed as follows: Training & Development need = Standard performance ±Actual performance . ‡ It helps to plan the budget of the company. and also highlights the occasions where training might not be appropriate but requires alternate action. ‡ The need for training and development is determined by the employee¶s performance deficiency . areas where training is required.

objectives or methods.Needs assessment is the first step in the instructional design process. ‡ Trainees may be sent to training programs for which they do not have the basic skills. . and if it is not properly conducted any one or more of the following situations could occur: ‡ Training may be incorrectly used as a solution to a performance problem( when the solution should deal with employee motivation. or confidence needed to learn. prerequisite skills. job design or a better communication of performance expectations) ‡ Training programs may have the wrong content.

‡ Training will not deliver the expected learning. . behaviour change or financial results that the company expects. ‡ Money will be spent on training programs that are necessary because they are unrelated to the company¶s business strategy.

‡ A reactive TNA focuses on current or exiting performance problems. ‡ A proactive TNA focuses on anticipated or probable performance in the futures. .‡ There are two types of training need analysis (TNA) .One is reactive TNA and another is proactive TNA.

Reasons or Pressure Points ‡Lack of basic skills ‡Poor performance ‡New Technology ‡Customer Requests ‡New products ‡Higher performance ‡New Jobs ‡Legislations What is the context? Outcomes Organizational Analysis Task Analysis ‡What Trainees Need to learn ‡Who receives Training ‡Types of training ‡Frequency of training ‡Buy vs Building Training Decision ‡Training vs Other HR Options such as Selection or job design ‡How Training Should be Evaluated Person analysis In What Do They Need Training ? Who Needs Training Causes and outcomes of Need Assessment .

3. Objectives Resources Environment Process Output Trigger Actual Organizational Performance (AOP)< Expected Organizational Performance (EOP) Operational/Task Analysis ‡Expected Performance (EP) Identify Performance Discrepancy (PD) PD=EP-AP And Causes Of PD Training Needs Non Training Need Person Analysis ‡Actual performance (AP) Analysis Phase . 2.Inputs Organizational Analysis 1.

Concern Important? Terminate No Consultant Collect Information Yes Organizational Analysis ‡Strategy ‡Environment ‡Resource Analysis ‡Organizational context Task Analysis ‡Identify target jobs ‡Obtain Description ‡Develop rating scales ‡Survey incumbents ‡Analysis and Interpret Information ‡Provide feedback Person Analysis ‡Defined desired Performance ‡Determine gap ‡Identify obstacles Outcomes ‡Performance gaps ‡Solutions to performance gaps ‡Where training is needed ‡The type of training needed ‡Who needs to be trained ‡Specification of learning objectives ‡How training should be designed and delivered ‡The development of criteria for evaluation .

given the objectives. ‡ The factors in the internal environment that might be causing problems ‡ The effects of the preceding factors on developing . providing and transferring the KSAs to the job if training is the chosen solution to the PG. .Methods Used in Training Needs Assessment Organizational Analysis ‡ The mission and strategies of an organization. ‡ The resources and allocation of the resources .

Where to collect data ? What to ask about Who to ask ‡ Mission Goals and Objectives ? ‡ Social Influence ? ‡ Reward Systems? ‡ Job design ? ‡ Job performance ? ‡ Methods and Practices ? ‡ Top Management ? ‡ Relevant department Managers ? ‡ Supervisors ? ‡ Incumbent(Currently holding a specified office )? .

Absenteeism. Attitude surveys etc.quality of product. waste ) ‡ Exit interviews ‡ MBO or work planning systems and review systems ‡ Quality Circles ‡ Customer survey/satisfaction data . Turnover. productivity.Organizational Analysis ‡ Organizational goals and objectives ‡ Personnel /skills inventories ‡ Organizational climate index ( Grievances . Accidents.) ‡ Efficiency index ( Costs of labour.

of the job holders /of the supervisors ‡ What is the job? ‡ Where to collect data ? ‡ Who to ask? ‡ Who should select incumbent? ‡ How many to ask? ‡ How to select ? ‡ What to ask about? .Task /job/operational analysis ‡ Job description ? ‡ Job specification ? ‡ Performance Standard ? ‡ Ask question about the job.

Individual/person Analysis ‡ Performance Appraisal ‡ Work sampling ‡ Interviews ‡ Questionnaires ‡ Attitude survey ‡ Training progress ‡ Rating scales ‡ Education and experiences ‡ Supervisor reports.attitude . ‡ Self report. ‡ Career plans.skills . ‡ Customer complaints ‡ Competency Mapping ±Knowledge .

when to perform ‡Situational Constraints ‡Social support ‡Opportunity to perform + Output ‡Expectations for learning and performance + Consequences ‡Norms ‡Benefits ‡Rewards + Feedback ‡Frequency ‡Specificity ‡Details Motivation to learn Learning Job performance Process for analyzing the factors that influence employee performance and learning ±G. how.Person Characteristics ‡Basic Skills -cognitive ability. career interests .Rummler .-reading level ‡Self-efficacy ‡Awareness of timing Needs .goals + Input ‡Understand what.

Questions to ask vendors and Consultants ‡ How much and what type of experience does your company have in designing and delivering? ‡ What are the qualifications and experiences of your staff? ‡ Can you provide demonstrations or examples of training programs you have developed ? ‡ Would you provide reference of clients for whom you worked? ‡ What evidence do you have that your programs work ? ‡ What instructional design methods do you use ? ‡ How do your products or services fit our needs? .

Sign up to vote on this title
UsefulNot useful