HRMGT: 10TRAINING AND DEVELOPMENT

“PERSON ANALYSIS”

REPORTER: GIL DE BRANDOREFERENCE: EMPLOYEE TRAINING & DEVELOPMENT BY NOE

Person analysis helps to identify employees who need training, that is, whether employees’ current performance or expected performance indicates a need for training.

PERSON ANALYSIS

Poor or Substandard Performance

Customer complaintsLow Performance RatingsOn-the-Job Incidents

•Accidents •Unsafe Behavior

Job Changes

New Technology

PERSON ANALYSIS

Major Pressure Points:

1) Employees have the personal characteristics (Ability, Attitudes, Beliefs and Motivation) necessary to learn program content and apply it on the job.

2) The work environment will facilitate learning and not interfere with performance.

PERSON ANALYSIS

Readiness for Trainingrefers to whether:

Person Characteristics

Input

Output

Consequences

PERSON ANALYSIS

Feedback

Process for Analyzing the Factors that Influence Employee Performance and Learning:

Knowledge, Skill, Ability and Attitudes

What, How and When to Perform - - - Equipment, Time or budget

Job Performance Standards

Types of Incentives

Information that the employee receive while they are performing

- can be used to measure Person characteristics, Input, Output, Consequences and Feedback.

Example:“Lead Drivers in a Package Delivery Company”

PERSON ANALYSIS

Interviews and Questionnaires:

• What types of situations call for coaching on your part?• What keeps you from being a good coach on the job?• How do you encourage or motivate other lead drivers? Do you use

incentives or rewards? Do you try other things (compliments, personal attention?

• What common types of performance problems do new hires have?• What were the biggest problems you encountered as a new coach and

trainer? Mistakes that you made? What lessons have you learned over time?

• Tell me about a successful coaching experience and an unsuccessful coaching experience.

PERSON ANALYSIS

Questions:

Trainee’s desire to learn the content of training programs.

Influences by: Personal Characteristics The Environment

PERSON ANALYSIS

Motivation to Learn:

1. Person Characteristics:

•Basic SkillsCognitive AbilityReading Level

•Self-efficacy•Awareness of Timing Needs, Career Interest, and Goals

PERSON ANALYSIS

Process for Analyzing the Factors that Influence Employee Performance and Learning:

Verbal Comprehension Quantitative Ability Reasoning Ability

Verbal Comprehension Quantitative Ability Reasoning Ability

1. Letting Employees know that the purpose of the training is to try to improve performance rather than to identify areas in which employees are incompetent.

2. Providing as much as information as possible about the training program and purpose of training prior to the actual training.

3. Showing Employees the training success of their peers who are now in similar job.

4. Providing employees with feedback that learning is under their control and they have the ability to overcome any learning difficulties they experience in the program.

PERSON ANALYSIS

Employees’ self- efficacy level can be increased by:

2. Input:

•Understanding What, How, When to Perform•Situational Constraints•Social Support•Opportunity to Perform

PERSON ANALYSIS

Process for Analyzing the Factors that Influence Employee Performance and Learning:

3. Output:•Expectations for Learning and Performances

PERSON ANALYSIS

Process for Analyzing the Factors that Influence Employee Performance and Learning:

Human Resources Department: Answer calls on or before the 3rd ring. If unavailable to answer, have the phone roll

over to someone who can answer. When voicemail is necessary or should a customer prefer to leave a voice-mail, return

the call not later than the next business day. Every effort should be made to return calls the same business day.

Human Resources will respond to all e-mails, with a minimum of an acknowledgement by the next business day. If an e-mail request is expected to take longer than the next business day, the acknowledgement will provide a date when the requested information will be available.

Should a customer inquiry require research or consultation, the individual asked will be responsible for consulting with their appropriate team members and getting information back to the customer. In rare instances when it is best to forward the customer to another

Human Resources representative, the person conducting the transfer will remain on the line until the other representative is reached and acknowledges that s/he can address the issue.

PERSON ANALYSIS

Performance Standard Example from:

4. Consequences:•Norms•Benefits•Rewards

PERSON ANALYSIS

Process for Analyzing the Factors that Influence Employee Performance and Learning:

5. Feedback:•Frequency•Specificity•Detail

PERSON ANALYSIS

Process for Analyzing the Factors that Influence Employee Performance and Learning:

1. Is the performance problem important? Does it have the potential to cost the company a significant amount of money from lost productivity or customers?

2. Do the employees know how to perform effective. (This problem is a characteristic of the person.)

3. Can the employees demonstrate the correct knowledge or behavior? Perhaps employees were trained but they infrequently or never used the training content (knowledge, skills, etc.) on the job. (This is an input problem.)

4. Were the performance expectations clear (Input)? Were there any obstacles to performance such as faulty tools or equipment?

5. Were positive consequences offered for good performance? Was poor performance not rewarded? For example, if employees are dissatisfied with their compensation, their peers or a union may encourage them to slow down their pace of work. (This involves consequences.)

6. Did the Employees receive timely, relevant, accurate, constructive and specific feedback about their performance?

7. Were other solutions – such as job redesign or transferring employees to other jobs – too expensive or realistic?

PERSON ANALYSIS

Determining whether the training is the Best Solution

PERSON ANALYSISPerson Characteristics:•Basic Skills

Cognitive AbilityReading Level

•Self-efficacy•Awareness of Timing Needs, Career Interest, Goals

Person Characteristics:•Basic Skills

Cognitive AbilityReading Level

•Self-efficacy•Awareness of Timing Needs, Career Interest, Goals

Input:•Understanding What, How, When to Perform•Situational Constraints•Social Support•Opportunity to Perform

Input:•Understanding What, How, When to Perform•Situational Constraints•Social Support•Opportunity to Perform

Output:•Expectations for Learning and Performances

Output:•Expectations for Learning and Performances

Consequences:•Norms•Benefits•Rewards

Consequences:•Norms•Benefits•Rewards

Feedback:•Frequency•Specificity•Detail

Feedback:•Frequency•Specificity•Detail

Motivation to Learn Learning Job PerformanceMotivation to Learn Learning Job Performance

THANK YOU!!

FOR LISTENING