Training and HRD Process Model 8 1 Definition

Training and HRD Process Model 8– 1

• Definition and Purposes of Needs Assessment • Needs assessment (or needs analysis) is a process by which an organization’s HRD needs are identified and articulated. It is starting point of the HRD and training process. A needs assessment can identify: – An organizations goals and its effectiveness in reaching these goals. – Discrepancies or gaps between employees' skills and the skills required for effective current job performance. – Discrepancies (gaps) between current skills and the skills needed to perform the job successfully in the future. – The conditions under which the HRD activity will occur. 8– 2

• What is a training or HRD Need? – The concept of need typically refers to a discrepancy or gap between what and organization expects to happen and what actually occurs? Levels of Needs assessment Level Strategic/ Organizational Task Person What is Measured Where is training needed and in what conditions will the training be conducted? what must be done to perform the job effectively? Who should be trained? What kind of training do they need? 8– 3

• Strategic/ organizational analysis: – Needs assessment at the organizational level is usually conducted by performing by an organizational analysis. q. Components of a strategic/organizational needs analysis: • According to Irwin Goldstein, an organizational analysis should identify: • • 1. Organizational goals 2. Organizational resources 3. Organizational climate 4. Organizational constraints 8– 4

• Organizational goals: – Understanding and organizations goals and strategies provides a starting point in identifying the effectiveness of the organizations. • Organizational resources: - Obviously, the amount of money available is an important determinant of HRD efforts. In addition, knowledge or resources, such as facilities, materials on hand, and the expertise within the organization, also influences how HRD is conducted. 8– 5

• Organizational climate – For example if managers and employees do not trust one another, employees may not participate fully and freely in a training program. • Organizational constraints – Environmental constraints include legal, social, political and economic issues faced by an organization. Constraints often fall within the threat area of an organizational SWOT analysis. 8– 6

q Methods of strategic/ organizational analysis q Goldstein provides a list of questions to ask during an organizational analysis: 1. 2. 3. 4. 5. Are there any unspecified organizational goals that should be translated into training objectives or criteria? are the various levels in the organization committed to the training objectives? Have the various levels of participating units in the organization been involved with developing the program, starting with the assessment of the desired end results of training? Are key individuals in the organization ready to accept the behavior of the trainees, and also to serve as models of the appropriate behavior? Will trainees be rewarded on the job for the appropriate learned behavior? 8– 7

6. 7. Is training being used to overcome organizational problems or conflicts that actually require other types of solutions? Is top management willing to commit the necessary resources to maintain the organization and work flow while individuals are being trained? 8– 8

• Task analysis: • Task analysis (Sometimes called operations analysis) is a systematic collection of data about a specific job or group of jobs uses to determine what employees should be taught to achieve optimal performance. • 1. Develop an overall job description • 2. Identify the task – a. Describe what should be done in the task – b. Describe what is actually done in the task • 3. Describe KSAOs needed to perform the job. • 4. Identify areas that can benefit from training • 5. Prioritize areas that can benefit from training 8– 9

• Person analysis is directed at determining the training needs of the individuals employee. – The sources for person analysis data include performance evaluation, direct observation, tests, questionnaires and critical incidents as sources of information available for person assessment. 8– 10

• Prioritizing HRD Needs – Assuming that a needs assessment reveals multiple needs, management and the HRD staff must prioritize these needs. – The projected impact on organizational performance must always be kept in mind when prioritizing HRD needs. 8– 11