Werner & DeSimone (2006) 1

Assessing HRD

Chapter 4

Werner & DeSimone (2006) 2

Learning Objectives Discuss the purpose and advantages of conducting a needs assessmentState the purpose of conducting a strategic/organization analysis, and describe four issues it is intended to address.State the purpose of conducting a strategic/organization analysis, and describe four issues it is intended to address.Discuss the five steps that can be used to conduct a task analysis.Explain the importance of identifying individual performance deficiencies and development needs in planning and developing training and HRD programs. Describe and explain the person analysis.Explain the importance of prioritizing training and HRD needs.

Werner & DeSimone (2006) 3

Needs AssessmentIt is a process by which an organization’s HRD needs are identified and articulated.

Werner & DeSimone (2006) 4

Needs Assessment can identify:

Organization’s goals and its effectiveness in reaching these goalsGaps between employees’ skills and the skills required for effective current job performanceGaps between current skills and skills needed to perform the job successfully in the futureThe conditions under which the HRD activity will occur

Werner & DeSimone (2006) 5

The HRD Process: A DImE

Werner & DeSimone (2006) 6

What is a “Need?”A discrepancy between expectations and performanceNot only “performance” needs involved

Werner & DeSimone (2006) 7

Various Types of NeedsPerformanceDiagnostic Factors that can prevent problems from

occurring (see p. 130)Analytic Identify new or better ways to do thingsCompliance Mandated by law or regulation

Werner & DeSimone (2006) 8

Traps in Needs Assessment

Focusing only on individual performance deficiencies Doesn’t fix group of systemic

problemsStarting with a “Training Needs Assessment” If you know training is needed, why

waste everyone’s time?

Werner & DeSimone (2006) 9

Traps in Needs Assessment – 2

Using Questionnaires Hard to control input, often high

developmental costs, hard to write properlyUsing soft data (opinions) only Need performance and consequence data

Using hard data only Easily measured data is provided, but

critical, hard-to-measure data is missing

Werner & DeSimone (2006) 10

Levels of AssessmentOrganization Where is training needed and under

what conditions?Task What must be done to perform the

job effectively?Person Who should be trained and how?

Werner & DeSimone (2006) 11

Why Strategic Assessment is Needed

Ties HRD programs to corporate or organizational goalsStrengthens the link between profit and HRD actionsStrengthens corporate support for HRDMakes HRD more of a revenue generator Not a profit waster

Werner & DeSimone (2006) 12

Sources of Strategic Information

Mission statementHRM inventorySkills inventoryQuality of Working Life indicatorsEfficiency indexesSystem changesExit interviews

Werner & DeSimone (2006) 13

Task AnalysisThe collection of data about a specific job or group of jobsWhat employee needs to know to perform a job or jobs

Werner & DeSimone (2006) 14

How to Collect Information For a Task Analysis

Job descriptionsTask analysisPerformance standardsPerform jobObserve jobAsk questionsAnalysis of problems

Werner & DeSimone (2006) 15

Steps in conducting a task analysis

Develop job descriptionIdentify job tasks What should be done What is actually doneDescribe KSAOs neededIdentify potential training areasPrioritize potential training areas

Werner & DeSimone (2006) 16

Task Analysis for HRD Position

1. List tasks 1. Observe behavior List four characteristics of behavior    Classify behavior  2. Select verb Knowledge of action verbs

    Grammatical skills  3. Record behavior State so understood by others    Record neatly2. List subtasks

1. Observe behavior List all remaining acts    Classify behavior  2. Select verb State correctly    Grammatical skills  3. Record behavior Neat and understood by others3. List knowledge

1. State what must be known

Classify all information

  2. Determine complexity of skill

Determine if a skill represents a series of acts that must be learned in a sequence

Job title: HRD Professional Specific duty: Task AnalysisTasks Subtasks Knowledge and Skills Required

     

SOURCE: From G. E. Mills, R. W. Pace, & B. D. Peterson (1988). Analysis in human resource training and organizational development (p. 57). Reading, MA: Addison-Wesley. Reprinted by permission.

Werner & DeSimone (2006) 17

Person AnalysisDetermines training needs for specific individualsBased on many sources of dataSummary Analysis Determine overall success of the

individualDiagnostic Analysis Discover reasons for performance

Werner & DeSimone (2006) 18

Performance Appraisal in person analysis

Relied on heavily in person analysisHard to doVital to company and individualShould be VERY confidentialBased too often on personal opinion

Werner & DeSimone (2006) 19

The Employee Appraisal Process

By Permission: Herbert & Doverspike (1990)

Werner & DeSimone (2006) 20

Performance Appraisal Process

Determine basis for appraisal Job description, MBO objectives, job

standards, etc.Conduct the appraisalDetermine discrepancies between the standard and performanceIdentify source(s) of discrepanciesSelect ways to resolve discrepancies

Werner & DeSimone (2006) 21

Prioritizing HRD NeedsThere are never enough resources availableMust prioritize effortsNeed full organizational involvement in this processInvolve an HRD Advisory Committee.

Werner & DeSimone (2006) 22

Warning!!HRD cannot become a slow-acting bureaucracy!! “The Attack on ISD” article (Text p. 156)HRD must respond to corporate needsHRD should be focused on “performance improvement,” and not just “training”

Werner & DeSimone (2006) 23

SummaryWhy is needs assessment so often not performed in many organizations?

Why should organizations care about needs assessment?