Effective Training Strategies Systems and Practices 2 nd

Effective Training: Strategies, Systems and Practices, 2 nd Edition Chapter Four Needs Analysis Chapter 4

Session Overview n n n Describe the purpose of a needs analysis Explain the difference between proactive and reactive needs analysis Describe the framework for conducting a needs analysis Chapter 4 2

Training Needs Analysis (TNA): n “A systematic method for determining what caused performance to be less than expected or required” p. 115 Chapter 4 3

Analysis Phase Process Input Organizational Analysis Objectives Resources Environment TRIGGER Actual Organizational Performance (AOP) < Expected Organizational Performance (EOP) Operational Analysis Expected Performance (EP) Person Analysis Actual Performance (AP) Chapter 4 Output Training Needs Identify Performance Discrepancy (PD) PD = EP < AP And Causes of PD Non Training Needs 4

Training Needs Analysis Training needs analysis (TNA): n is conducted when a triggering event occurs n determines the benchmark for evaluation of training. n provides an essential component in the implementation of the strategic plan Chapter 4 5

Approaches to TNA Two Approaches to Analysis: 1. Proactive TNA – 2. Reactive TNA – performance focuses on anticipated performance problem focuses on a perceived problem (discrepancy) Chapter 4 6

Model of Process When Performance Discrepancy Is Identified – (1 of 2) Performance Discrepancy YES Is it worth fixing? YES KSA Deficiency YES Choose Appropriate Remedy Reward/ Punishment Incongruence YES Change Contingencies Inadequate Feedback Obstacles in the System YES Provide Proper Feedback Chapter 4 Remove Obstacles 7

Model of Process When Performance Discrepancy Is Identified – (2 of 2) Performance discrepancy is worth fixing AND is due to a KSA deficiency Choose Appropriate Remedy Change Contingencies Provide Proper Feedback Remove Obstacles Job Aid Training Practice Change the Job Transfer or Terminate Chapter 4 8

Data Sources for Locating Performance Discrepancies (1 of 3) Data Source Recommended Training Need Implications Organizational Goals, Objectives and Budget Where training emphasis To maintain a quality can and should be standard of no more than 1 placed. reject per thousand Goal is to become ISO certified and 90, 000 dollars has been allocated to this effort Labor Inventory Where training is needed Thirty percent of our truck to fill gaps caused by drivers will retire over the retirement, turnover, next four years age, etc. Chapter 4 Example 9

Data Sources for Locating Performance Discrepancies Data Source Recommended Organizational Climate Indices ® Grievances Training Need Implications Example These may help focus on problems that have training components Items related to productivity are useful in determining performance deficiencies ® Absenteeism ® (2 of 3) Seventy percent of grievances are related to behaviors of 6 supervisors High absences in clerical staff Accidents Accident rate for line workers increasing Chapter 4 10

Data Sources for Locating Performance Discrepancies Data Source Recommended Analysis of Efficiency Indices ® Training Need Implications Example Can help document difference between actual performance and desired performance Cost of labor Changes in System or Subsystem (3 of 3) Labor costs have increased 8 percent in the last year New or changed equipment may present training problem Chapter 4 The line has been shut down about once per day since the new machinery was installed. Waste has doubled since using the new cutting tool 11

Framework for Conducting a TNA n Organizational Analysis n n Job Analysis (Task Analysis) n n Examining the internal environment of the organization and determining its fit with organizational goals and objectives Examine jobs to determine the required KSAs necessary to get the job done Person Analysis n Examine employees to see whether they possess the required KSAs necessary to do the job. Chapter 4 12

Organizational Analysis An organizational analysis should collect data about: n n n The mission and strategies of an organization The resources and allocation of the resources, given the objectives The factors in the internal environment that may be causing the problem Chapter 4 13

Organizational Analysis: What Do You Ask and Of Who (1 of 3) What to Ask About Who to Ask Mission Goals and Objectives What are the goals and objectives of the organization How much money has been allocated to any new initiatives Is there general understanding of these objectives Social Influences What is the general feeling in the organization regarding meeting goals and objectives What is the social pressure in your department regarding these goals and objectives productivity Top management Relevant department managers, supervisors and incumbents Chapter 4 14

Organizational Analysis: What Do You Ask and Of Who (2 of 3) What to Ask About Who to Ask Reward Systems What are the rewards and how are they distributed? Are there incentives, are they tied to the goals and objectives? What specifically do high performers get as rewards? Job Design How are the jobs organized? Where does their work/material/ information come from, where does it go when done? Does the design of the job inhibit workers from being high performers? Top management Relevant department managers, supervisors and incumbents Relevant supervisors and incumbents, perhaps relevant department managers Chapter 4 15

Organizational Analysis: What Do You Ask and Of Who (3 of 3) What to Ask About Who to Ask Job Performance How do employees know what level of performance is acceptable? How do they find out if their level of performance is acceptable? Is there a formal feedback process? Are there opportunities for help if required? Methods and Practices What are the policies/ procedures/rules in the organization. Which if any inhibit performance Relevant supervisors and incumbents Relevant department managers supervisors and incumbents Chapter 4 16

Job Analysis An operational analysis should collect data to: n n Determine what KSAs are required by employees in order to meet the expected performance Determine the characteristics of the task environment (workflow, equipment, ergonomic concerns, etc…) Chapter 4 17

Job Analysis Two approaches to Job Analysis: n Worker-Oriented Approach n n Focuses on the KSAs that are required on the job Task-Oriented Approach n Focuses on the work activities (tasks) required to perform the job Chapter 4 18

Job Analysis: A Comparison of the Worker- and Task-Oriented Approaches Job Task-Oriented Approach Worker-Oriented Approach _______________________________ Garage attendant Checks tire Pressure Obtains information from visual displays Machinist Checks thickness of crankshaft Use of a measuring device Dentist Drills out decay from teeth Use of precision instruments Forklift Driver Loads pallets of washers onto trucks High level of eye-hand coordination Chapter 4 19

Job Analysis: Data Sources (1 of 3) Sources for Obtaining Job Data 1. Job Descriptions 2. Job Specifications 3. Performance Standards Training Need Implications Outlines the job’s typical duties and responsibilities but is them not meant to be all inclusive List specified tasks required for each job. Objectives of the tasks of job, and standards by which they are judged. Chapter 4 Practical Concerns Often inaccurate due to time constraints or job knowledge. May be product of the job description and suffer from the same problems Very useful if available, and accurate, but often organizations do not have formal performance standards 20

Job Analysis: Data Sources (2 of 3) Sources for Obtaining Job Data Training Need Implications 4. Perform the Job Most effective way of Easy, short cycle type jobs are a determining specific tasks, possibility. but has serious limitations in higher level jobs 5. Observe Job—Work Sampling Most effective way of Useful again for very short cycle determining specific tasks, jobs. Be aware of the impact of but has serious limitations being observed can influence in higher level jobs behavior Chapter 4 Practical Concerns 21

Job Analysis: Data Sources (3 of 3) Sources for Obtaining Job Data Training Need Implications 6. Questions directed to the job holder and the supervisor. Practical Concerns Most often used method the job holder and his supervisor have different perspectives and information 7. Review Literature Useful for determining concerning job in specific issues related to professional the job and what is being journals practitioner done by others and what journals other the results are industries Chapter 4 Need to be sure information is relevant to your organization 22

Personal Analysis Person Analysis n Examine employees to see whether they possess the required KSAs necessary to do the job. Expected Performance – Actual Performance = Performance Discrepancy Chapter 4 23

Person Analysis: Data Sources (1 of 5) Data Sources for Obtaining Data Performance Data or Appraisals Observation – Work Sampling Interviews Training Need Implication Easy to analyze and quantify for purposes of determining subjects and kind of training needed. More subjective technique. Only individual knows what he believes he (she) needs to learn. Chapter 4 Remarks Supervisor ratings are often done poorly as there is no real incentive to do them well, and a lot of good reasons not to Done effectively in some situations like customer service where you can monitor behavior Be sure employee believes it is in his best interest to be honest 24

Person Analysis: Data Sources (2 of 5) Data Sources for Obtaining Data Questionnaires Tests a. Job knowledge b. Skills c. Achievement Attitude Surveys Training Need Implication Same approach as the interview. Can be tailor-made or standardized. Care must be taken so that they measure job related qualities. Remarks Same concerns as the interview Care in the development of scoring keys is important and difficult to do if not trained in the process On an individual basis, Important to use well useful in determining developed scales morale, motivation, or satisfaction of each employee. Chapter 4 25

Person Analysis: Data Sources (3 of 5) Data Sources for Obtaining Data Training Need Implication Remarks Checklists or Training Progress charts Up-to-date listing of each Rely on supervisor employee’s skills. ratings, see “Performance data or Appraisals” Rating Scales Care must be taken to ensure objective employee ratings. Critical Incidents Observe actions critical to successful and unsuccessful performance. Chapter 4 Rely on supervisor ratings, see “Performance data or Appraisals” 26

Person Analysis: Data Sources (4 of 5) Data Sources for Obtaining Data Training Need Implication Remarks Diaries The individual employee records details of his (her) job. Devised Situations Certain knowledge, skills, and of attitudes are demonstrated in these techniques. Useful, but again, care in development of scoring criteria is important Combination of several of the above techniques. Although expensive to develop and operate, these are very good Assessment Centers Chapter 4 27

Person Analysis: Data Sources (5 of 5) Data Sources for Obtaining Data Coaching MBO or Work Planning Training Need Implication Similar to interview – one-to-one. Provides actual performance data on a recurring basis related to organizational and group or individually negotiated standards. Chapter 4 Remarks Must choose coaches carefully and train to be most effective Good process when implemented properly, and Review Systems are the support of top management 28