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TRAINING NEED ASSESSMENT

B R SIWAL

NIPCCD

E-mail br_siwal@yahoo.com

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TRAINER FACED WITH FOUR QUESTIONS

- What trainee must learn

– In what order it be learnt

– How will I know when he/she learned

– What teaching/training materials are best suited to learn

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WHAT IS A TRAINING NEED?A training need is a specific skill which an individual must acquire in order to perform a task efficiently &

effectively.

TN = TPL – ELC

TN : TRAINING NEED

TPL : TARGET PERFORMANCE LEVEL

ELC : EMPLOYEE’S LEVEL OF COMPETENCE

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Performance GapsOrganization Level

Team or Department Level

Individual Employee Level

Desired Performance

Actual Performance

GapGap

Gaps in performance can appear at various levels.

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Causes of Performance Gaps

• Standards are set too high

• Poor management

• Insufficient resources

• Poor operation systems

• Unskilled workers

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Three Approaches To Getting Employees To Improve Their Performance

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Coercive

Makes use of threats by more powerful employees/owners.

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Persuasive-Rational

Makes use of sales tactics to convince people to change.

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Needs Assessment

Three step Needs Assessment Process

1. Organizational Analysis

2. Task Analysis

3. Person Analysis

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OBJECTIVES OF TNA- To determine what to teach

- To prepare training objectives

- Developing curriculum

- To identify knowledge, attitude &skills to perform job

- Deciding training aids and methodology

-Identify and organised job charts.

- Writing job responsibilities

- Help in recruitment, selection, transfer, promotion

- To establish standard of performance.

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TASK / JOB ANALYSIS

Systematic process for defining a job and determining what performance discrepencies exist.

Proces of collection, tabulation, classification, interpertation and reporting data pertaining work performed by worker.

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Job – work done to produce goods and services.

Jobs consist of many duties.

Duty - responsibilitites of job incumbent

- Occupy most of the time

- Recurring

- Require skills, knowledge & abilities

- duty is made of tasks

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Task - essential steps in performance of duty.

- Performed according to certain standards.

Task is made up of elements

Element – most detailed level of work until that with details of procedure and techniques involved in a task.

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JOB OR MAIN TASK

DUTY DUTY DUTY DUTY

TASK TASKTASK

SUB-TASK SUB-TASK SUB-TASK

TASK TASKTASKELEMENT ELEMENT ELEMENT

ETC.

HIERARCHY OF TASKS

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BARRIERS TO EFFECTIVE TNA

• Low status & lack of cooperation !

• Unfavorable attitudes toward training !

• Sensitive organization issues !

• Complicated occupational issues !

• Lack of skill in gathering information !

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JOB SPECIFICATION

• This is detailed statement of the knowledge and the physical and mental activities required to carry out the tasks which constitute the job. A job specification proforma might have the following headings:

Duty/responsibilty and task/task element

• A task/task element is a clearly definable activity forming part of a main duty or responsibility

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Knowledge/comprehension

What the person undertaking the task must know or understand in order to carry out the job to an adequate standard and would cover:

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Organization/company knowledge products, departmental structure, policies, procedures, wage and salary structure, etc.

Task knowledge/comprehension ‘headwork’ necessary for successful performance, theory the job holder will put into practice, materials used, equipment available, work method, quality, quality standards, safety, team working etc

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.Skills/abilities

• A series of behaviours or acts that form the task and which require practice in orer for the task to be performed satisfactorily. The skill or ability may be psycho-motor(manual), social/interpersonal or intellectual.

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Attitudes:

• In this context attitudes refers to the feelings or emotional reaction towards or against something or someone, which may affect job behaviour in a positive or negative way.

• In respect of training the main benefits of drawing up a job specification are:

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Judgement

• What judgements does the job holder have to make?

• What discretion does the job holder have to exercise?

Physical working conditions

• Under what physical conditions is the job holder working in terms of:

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• Environment (place of work, lighting, heating, noise vibration, humidity, cleanliness, danger, hazards)?

• Physical workload (weight of materials, equipment, etc)?

• Psychological load (stress, vigilance, decision making etc)?

• Posture (standing, sitting, bending, walking, stretching)?

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Social working conditions

• What the nature of the social conditions in which the job holder operates in terms of:

• Size of work group, level of work group, cohesiveness of work group, attitudes of work group?

• Nature of rewards affecting work group?

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Economic working conditions

• What are the economic working conditions in terms of:

• Length of employment contract?

• Hours of work(full time, part time, overtime)?

• Pay (average earnings, salary scale, nature of and reasons for increases, methods of determining basic pay)?

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• Additional remuneration (bonuses, danger/dirt money, long service awards, profit sharing, payment by results, etc)?

• Payments (to medical schemes, social clubs, pension schemes,etc)?

• Holidays?

• Absenteeism?

• Fluctuations in availability of work?

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TRAINING

• What training is made available to the job holder?

• What is the organization’s training policy?

• Who does the training?

• Where does the training take place?

• Is full pay given during training?

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Job holder’s performance

• What are the stated difficulties, distastes and satisfactions of the job and what are the apparent consequences?

• What is the nature of unsatisfactory performance? In what terms is it expressed (qualitative or quantitative, ie. Time, money, numbers etc)?

• How does the stated nature of unsatisfactory performance compare with the standards of performance required?

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THANK YOU