Skills & Practice Module 5 Assignment
Sleepy
TrainingNeedsAssessmentandAnalysisLecture.pptTraining Needs Assessment and Analysis
*
*
Needs Assessment and Analysis
- Learning Objectives:
Define needs assessment and analysis.
Identify the purpose of needs assessment and analysis.
Describe the process to conduct an assessment and analysis.
Describe data collection methods.
Determine from assessment whether training is the best solution to the problem.
*
*
Instructional Design
- There are a number of different models available for instructional design, but the standard process is called the ADDIE model. It is a five-phase process to determine training needs. The first step is assessment, followed by design, development, implementation and, finally, evaluation of training.
- The ADDIE model of instructional design:
Assessment.
Design.
Development.
Implementation.
Evaluation.
*
*
Instructional Design
- In the first phase, assessment, information is collected to identify any gaps between actual job performance and desired job performance. If these gaps point to a lack of knowledge and skills, then employee training is desirable.
- In the second phase, design, training objectives are identified and methods and strategies to conduct training are determined.
*
*
Instructional Design
- Development is the third phase. In this phase training materials are created. In some cases, off-the-shelf training programs may be available that fit the training need; other times, the training program must be created from scratch.
- Implementation is the process of delivering the training to the target audience.
- Evaluation is the final step where the program results are compared to the original objectives.
*
*
Needs Assessment
- The terms needs assessment and needs analysis are often used interchangeably. However, it is important to make the distinction that needs assessment involves the collection of data and needs analysis involves the analysis of the data collected. Some confusion is understandable as the two processes do overlap.
- Needs assessment:
The process used to determine if training is necessary. This is the first step in the instructional design model.
- Needs analysis:
Analysis of the data collected during the needs assessment.
*
*
Overview of Needs Assessment
1. Gather data to identify needs.
2. Determine needs that can be met by training intervention.
3. Propose solutions.
4. Calculate potential cost of training interventions.
5. Choose the training.
6. Implement the training.
*
ADDIE Needs Assessment
- ADDIE model needs assessment process:
The purpose of the needs assessment is to identify the need for training. This is done by gathering data that will identify the problem and associated needs. There are a number of ways data can be gathered. Most organizations use a combination of methods to generate the greatest variety of valid data.
Not all problems can be solved through training. If the needs assessment identifies that employees lack skills or knowledge needed to be successful in their jobs, this is certainly a training issue. But if the problem is a motivation issue caused by poor management, training employees won’t help. The second step in the assessment is to determine what needs can actually be met through training.
*
*
ADDIE Needs Assessment
After establishing that a performance gap exists, all possible solutions should be identified and assessed for their ability to address the problem.
No organization has unlimited resources. Step four is to estimate the cost of the training intervention(s). Organizations are interested in a return on investment, so training must be cost-justified. Consider the cost of training each employee in relation to the value returned to the organization.
Choose the most appropriate training intervention considering the resources available, the needs of the trainees and the long-term strategy of the organization.
Implement the training.
*
*
Pre-Assessment Activities
- The main purpose of conducting a needs assessment is to understand the situation before making training decisions. Generally, training is conducted in an effort to solve a problem. If training is conducted to solve a problem that is not a training problem, however, the training will be ineffective and likely an expensive waste of money.
- Do we need a needs assessment?
Training may be the wrong solution.
We may conduct the wrong training.
Unnecessary money may be spent on training.
*
*
Pre-Assessment Activities
There may be a triggering event that indicates the need for training. For example, if performance is below standard and employees lack the skills necessary to improve their performance, skills training could help. If new technologies, products or procedures are implemented in your workplace, employees may need training to use the new resources properly. These are all pressure points that suggest that training may be necessary. Keep in mind that these pressure points don’t guarantee that training is the correct solution for the problem. This is why it is important to clearly understand the situation before embarking on a training project.
- If so, what’s the triggering event?
Lack of basic skills.
Poor performance.
New legislation.
New technology.
New products.
New jobs.
Change in performance standards.
*
*
Causes and Outcomes
- Triggers: these are the precipitating events.
- Context: this is the environment within which the performance problems are occurring.
- Outcomes of needs assessment:
- 1. Separation of symptoms from causes/problems.
- 2. Identification of:
Performance problems and causes.
What trainees need to learn.
Who receives training.
Type of training needed.
Frequency of training.
Buy ready-made training vs. build training vs. hire a consultant.
Training decision.
Training versus other HR options such as changing selection procedures or job redesign.
*
*
Causes and Outcomes of Needs Assessment
*
Triggers Context Outcomes
- Legislation
- Lack of basic skills
- Poor performance
- New technology
- Customer requests
- New products
- Higher performance standards
- New jobs
Organization Analysis
Task Analysis
Person Analysis
Determines context of training
What training do they need?
The results of training.
*
Needs Assessment
- Goals of needs assessment:
Determine whether a training need exists.
Identify who it exists for.
Identify what tasks need to be taught.
- Who should participate in needs assessment:
Managers (both upper and mid-level managers).
Subject matter experts (SMEs).
Job incumbents.
*
*
Needs Assessment
- The basic goal of a needs assessment is to determine if a training need exists. Once it is determined that there is a need for training, the needs assessment must identify who needs the training and what tasks or skills should be taught in the training.
- So who decides all this? Managers should be involved. Mid-level and lower-level managers are usually the first to identify a training need because they work closest with the staff. Upper management must be involved as well because they will view the needs assessment from a broader perspective. Their interest lies in the relationship between the training need and overall business strategy, and they must agree to provide the financial resources necessary for training to occur.
*
*
Needs Assessment
- Trainers and SMEs are primarily interested in obtaining information as to what they will need to administer, develop and support the training program. SMEs are employees, managers, technical experts, customers and even suppliers who are knowledgeable about the tasks to be performed and the skills and equipment necessary for successful performance. (Yes—sometimes patients are surprised to learn that the surgeon who implanted their new high-tech medical device was actually trained on that device by an employee of the manufacturing company!)
- And certainly, job incumbents must be included in the assessment process because they are the most knowledgeable about the job and will have insight as to what is needed for successful performance. They are also likely to be much more supportive of the training itself if they have input into the needs assessment.
*
*
Needs Assessment Tools
- Performance tests.
- Questionnaires and surveys.
- Observations.
- Focus groups.
- Interviews.
- Work samples.
- Industry standards.
- Work records.
- Key employee consultation.
- Company reports and print media analysis.
- Checklists.
*
Needs Assessment Tools
- Performance tests assess participants’ application of skills acquired through training or in the work environment.
- Questionnaires and surveys are used to collect standardized data from a large number of participants.
- Observations are used to examine an activity and record what is seen.
- Focus groups explore a topic in-depth with a small number of participants.
- Interviews are used to collect standardized reporting data, in person or over the phone.
- Work samples are examined to determine level of proficiency.
- Industry standards provide benchmarks for proficiency levels.
- Work records are examined to determine past employee performance.
- Key employee consultation involves interviewing employees considered key in terms of experience, length of service, expertise or other criteria.
- Company reports and print media analysis provides written records of archived organization information.
- Checklists are used to identify all steps involved in a job task.
*
Needs Assessment Process
- Organizational analysis:
Is training appropriate?
Does training support the organization’s strategic direction?
- Person analysis:
Does employee performance indicate a need for training?
Which employees need training?
- Task analysis or competency model:
What work activities are required to complete a task?
What knowledge, skills and abilities are necessary to successfully perform the task?
*
(Noe, 2008)
*
Needs Analysis
- Organizational analysis is used to determine if training supports the organization’s mission and if there is management support and adequate resources available to carry out the training. The analysis is done by gathering information from interviews and focus groups of managers and training staff. It determines if the training is appropriate and if the organization will commit to the training.
- The person analysis is conducted once it is determined that the organization wants to proceed with training. This is an analysis of the factors that will influence employee performance and learning. It will identify who needs training and if the employees are ready for training. If employees lack basic skills, there may be a need for remedial training to ensure that staff are prepared to learn the desired organizational skills. For training to be successful, employees must also have the motivation to learn new skills and the willingness to transfer the skills learned back to the work environment. Person analysis determines who needs training and if they have the basic skills and motivation to learn.
*
*
Needs Analysis
- A task analysis looks at the activities performed by an employee and the knowledge, skills and abilities required to complete a task. A task analysis is a time-consuming and tedious process and should only be undertaken once the organizational analysis has determined that the organization intends to engage in training. The task analysis determines what knowledge, skills and abilities need to be taught for successful task performance.
- A competency model identifies areas of personal capability that enable employees to successfully perform their jobs. It is used to identify the knowledge, skills and personal characteristics needed for successful performance. A job analysis focuses on what is to be done to accomplish a particular task; a competency model focuses on how the work is to be done.
*
*
Needs Analysis
- Also referred to as a gap analysis:
Expected performance – What is the ideal? What should be happening?
Actual performance – What is actually happening now?
- A needs analysis focuses on the differences between the way work should be done and the way work is actually done.
*
*
Problem Analysis
- Are training or non-training interventions the solution to poor performance in the workplace?
- The problem analysis flow chart helps the needs analyst determine if training is the answer. The process starts with identifying the problem and describing the performance discrepancy. The next question to ask is if the discrepancy is due to knowledge, skills or attitude deficiency. If not, then training is not the solution because the employee actually knows how to do the task but for one reason or another is not performing. The solution to this performance discrepancy is non-training options.
- If the employee does not know how to accomplish the task, then this is a training issue. However, the extent of the training will depend on whether or not the employee has performed the task before. If not, formal training is necessary. If the task has been accomplished in the past, the employee may just need practice through training or just feedback.
*
*
No
Training Options
Yes
No
Yes
Yes
Employee does not know how to accomplish the task
No Performance Discrepancy
Describe the Performance
3. Provide feedback
Is there a deficiency in knowledge, skill or attitude?
Is the task accomplished often?
1. Conduct formal training
2. Conduct practice
Continued on next slide
Employee does know how to accomplish the task
Has the employee performed the task before?
Problem Analysis Flow Chart:
Determining If There Is a Need for Training
*
Non-Training Options
*
Cont…
Yes
No
Yes
Yes
| Do obstacles to appropriate behavior exist? |
| Does appropriate behavior matter? |
| Is inappropriate behavior rewarded? |
| Is appropriate behavior punished? |
| Remove obstacles |
| Arrange positive and negative consequences |
| Arrange negative consequences |
| Remove punishment and arrange positive consequences |
*
Practice
- Think about designing a needs assessment instrument for your organization.
- What information do you need?
- What methods will you use to do a needs assessment?
- Referencing your business strategy as identified in the SWOT analysis, explain how training aligns with that strategy.
*
*
