Chapter 2

Designing Training
McGraw-Hill/Irwin Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.
Needs Assessment

Before you choose a training method, it is

important to determine what type of training is
necessary and whether trainees are willing to
learn.

Needs Assessment refer to the process used

to determine whether training is necessary.

Needs Assessment is typically involves

organizational analysis, person analysis,
and task analysis. 1-2
Why is Needs Assessment
Necessary?

 Training may be incorrectly used as a

solution to a performance problem.
 Training programs may have the wrong
content, objectives, or methods.
 Trainees may be sent to training
programs for which they do not have the
basic skills, prerequisite skills, or
confidence needed to learn.

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Why is Needs Assessment
Necessary? (cont.)

 Training will not deliver the expected

learning, behavior change, or financial
results that the company expects.
 Money will be spent on training programs
that are unnecessary because they are
unrelated to the company’s business
strategy.

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Who Should Participate in Needs
Assessment (cont.)

 It is important to get a sample of job

incumbents involved in the needs
assessment because:
 they tend to be most knowledgeable about
the job.
 they can be a great hindrance to the training
process if they do not feel they have had
input in the process.
 Job incumbents – employees who are
currently performing the job.
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Method Used In Needs
Assessment

observation Questionnaires interviews

Focus groups Documentation

Online
and (technical
technology
collaborations manuals,
(software)
tools records)

Historical data
review

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Methods Used in Needs
Assessment

 Because no one technique of conducting

needs assessment is superior to the
others, multiple methods are used.
 Many companies are following
benchmarking – using information
about other companies’ training practices
to help determine the appropriate type,
level, and frequency of training.

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Figure 2.1 - The Needs
Assessment Process

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Organizational Analysis

Involve determining the

appropriateness of training,
given the company’s business
strategy, its resources available
for training , and support by
managers and peers for
training activities.

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Person Analysis

Help to identify who needs training. It

involves:
1. Determining whether performance
deficiencies result from a lack of knowledge,
skill, or ability (a training issue) or from a
motivational or work-design program.
2. Identifying who needs training
3. Determining employee readiness for
training.

1-10
Person Analysis cont.

 Readiness for training – refers to

whether:
 employees have the personal characteristics
necessary to learn program content and apply
it on the job.
 the work environment will facilitate learning
and not interfere with performance.
 This process includes evaluating person
characteristics, input, output,
consequences, and feedback.
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Task Analysis

 Task analysis – identifies the important

tasks and knowledge, skills, and
behaviors that need to be emphasized in
training for employees to complete their
tasks.
 Job – specific position requiring the
completion of certain tasks.
 Task – employee’s work activity in a
specific job.
1-12
Task Analysis cont.

 Knowledge – includes facts or

procedures.
 Skill – indicates competency in
performing a task.
 Ability – includes the physical and
mental capacities to perform a task.

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TNA Model

 Training Needs Analysis – is the

process of finding out the training
gap between the current performance
standards and required performance
standards of an organization.
 TNA enables managers to identify
performance gap and address it with
a suitable training program.

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Competency Models

 Competency – areas of personal

capability that enable employees to
successfully perform their jobs by
achieving outcomes or successfully
performing tasks.
 A competency can be knowledge, skills,
attitudes, values, personal characteristics.
 Competency Model –identifies the
competencies necessary for each job.
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Table 3.10 - Example of Competencies
and a Competency Model

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Consideration in Designing Effective
Training Programs

Selecting And
Preparing The Training Choosing Trainers
Site

Deciding How Trainers

Can Arrange The
Communicating With
Training Site and
Trainees
Instruction Conducive
to Learning

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 1. Selecting And Preparing The
Training Site

 The raining site refers to the room where

training will be conducted.

A good training site offers the following feature:

 It is comfortable and accessible
 It is quiet, private, and free from interruptions.
 It has sufficient space for trainees to move
around easily and has a good visibility for
trainees to see each other

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 2. Choosing trainers

 Trainers, whether from outside or inside the

company, should have expertise in the topic and
experience in training.

 Using manager and employees as trainers may

help increase the meaningfulness of training
content. Because they understand the
company’s business, and tend to make the
training content more directly applicable to the
trainee’s work.
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3. Communicating with trainees

Trainer have to be enthusiastic and

avoids vocal distractions ( e.g. , use
of “err” and “umm”)
Trainers should used a relaxed style
and make learner comfortable.
Move close to trainees to create
intimacy.
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4. Deciding How Trainers Can Arrange The
Training Site and Instruction Conducive to
Learning

1. Matching training room with learning requirement

 Good preparation of materials (computers, CD-ROMS, the
internet, PowerPoint slide)

2. Know the audience (Age, Generation, and personality

Differences)
 Help you use language, examples, stories, illustrations and
references so that learners can relate to based on their
experiences.
 Age and generation differences
 Baby Boomers – prefer classroom learning
 Gen X – prefer learning environment that includes
technology-delivered methods. 1-22
THANK
YOU
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