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TNA Competency Based

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The Approach to Competency based Training Need Analysis Workshop By Dr. PS Daram Competency Management Training (M) Sdn Bhd [email protected] +6012-4389951
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  • The Approach to Competency based

    Training Need Analysis Workshop

    By Dr. PS Daram

    Competency Management Training (M) Sdn Bhd [email protected]

    +6012-4389951

  • 2

    Instant Assessments

    My name is My job is The orgn needs me because My learning expectations from this Program is

  • 3

    The Programme

    Objectives Take away

    House rules

    Parking Lots/ Issues corner

  • 4

    Section One

    Background to TNA. Needed.

    Needless.

  • 5

    Training

    Systematic development of A................ S................ K............... to help a person perform the job to the

    required standards.

  • 6

    Training

    A planned effort to enable employees learning of job related competencies.

    Diagnosis - ascertain from symptoms

    Prognosis - forecast the course of action

  • 7

    Training

    Why is it a need Who needs training What is the area of

    training

    When is it required

  • 8

    Training

    Where is the venue By whom will

    training be conducted

    How will it be conducted

    At what cost

  • 9

    Development

    The planned growth of expertise beyond current requirements.

  • 10

    Key terms Knowledge Expertise Learning Development

  • 11

    What is TNA ?

    A systematic process of collecting and analyzing

    information for individual and organisational improvement

    Or

    The method of choices for determining

    who needs what training is usually called training needs analysis

  • 12

    TNA

    To determine if training is necessary

  • 13

    Why TNA

    Manage pressure points

    Respond proactively

  • 14

    Why TNA?

    To address 1. Current performance deficiency 2. Future developmental needs

  • 15

    TNA to

    Identify ASK gaps Determine the right intervention Determine the benefits of training Distinguish training and non training

    issues Identify organisational, task and person

    issues

  • 16

    Focus of TNA

    Deficiency - present situation based on historical data scrap/rejects/complaints accident/absenteeism Opportunity - likely situation based (development) on future data business plan technology organizational change

  • 17

    Types of needs

    Normative Felt Expressed Comparative Anticipative

  • 18

    Changes

    Lead to needs people movement new management new process new technology

  • 19

    Four conditions for Job Performance

    Skills and Knowledge Self efficacy Opportunity to perform Supportive environment

  • 20

    Rule Number 1 - Bob Mager

    Train only when people don't know how to do it and there is a need for them to do it.

    Training is a solution.

    Performance is the goal.

  • 21

    Rule Number 2 - Bob Mager

    If they already know how , more

    training wont help.

  • 22

    Rule Number 3 - Bob Mager

    Skill alone is not enough to

    guarantee performance

  • 23

    Role of the Training Needs Analyst

    Data collection Involve people Employ a process

    model Share information

  • 24

    Role of the Training Needs Analyst

    Propose solutions

    Manage obstacles Project closure

  • 25

    Role of Line Management

    Management

    HOD HRD

    Managers Executive Supervisors

  • 26

    Issues

    Current approaches

    Discussion

  • 27

    Sharing Exercise

    15 minutes

  • 28

    HRD

    A process for unleashing human expertise through OD and T & D for the purpose of improving human performance

    Phases

  • 29

    OD

    A long term effort - led and supported by top management

    Key variables

  • 30

    ADDIE CYCLE

    ANALYSE

    DESIGN

    DEVELOP IMPLEMENT

    EVALUATE

  • 31

    Performance

    How can you fix performance problems if you dont know what they are? Diagnosis for Prognosis

    EXPECTED

    CURRENT

    GAP

  • 32

    Human Performance technology

    analysis cause for performance discrepancy interventions

    Improving performance through

  • 33

    -symptoms an observable indicator of a performance problem

    Analysis & Intervention

  • 34

    -cause why the symptoms exist or reasons for the indicators of performance problem

    Analysis & Intervention

  • 35

    -Intervention what can you do to correct the causes identified

    training solution non training solution

    Analysis & Intervention

  • 36

    Purpose of performance change

    Establish - staff does not know what to do Improve - need improvement from current level Maintain - performance is acceptable Extinguish - learning to unlearn

  • 37

    Theorems

    Tom Gilbert

  • 38

    Performance Analysis

    Performance and Cause Analysis

    Interventions

  • 39

    Exercise - HPT

    Participant workbook

    Case study ABC Nature Care

    Or actual work case

  • 40

    Section Three

    Levels of Analysis

    ORGANISATIONAL

    TASK/JOB

    INDIVIDUAL

  • 41

    Three levels of needs analysis

    1. Organizational what is not happening what should happen 2. Job/task what performance should occur 3. Individual who needs what training

  • Quantitative Analysis Technique for

    Human Potential and Talent.

    Dr. PS DARAM

    HPT

  • Quantative Analysis Technique for Human Potential.

    STAFF

    POSITION

    ABILITY ANALYSIS

    DESIRED LEVEL

    REVIEW

    ASSESSMENT

    MEASURED PERFORMANCE

    PSDARAM MODEL. PATENTED

  • Job Description.

    Task Analysis

    Competencies.

    Competency Range

    Performance Indicators

    Level 1

    Assessment.

  • Performance Indicators.

    Competency Range

    Numeric Value

    Level 2

    Assessment.

    Criteria

    Generic and narrative

    P C S

    Mid Point

  • Desired level

    Rank by Numeric Value

    Level 3

    Pre determined By superior/SME

    P C S

    Critical Assessment Of Importance

    1

    2

    3

    Tabulate

  • Assessment

    Technical and Non Technical Knowledge Test

    Level 4

    Documentary Evidence

    Observable Performance

    Interviews

    Score Card by Panel

  • 48

    Section Four

    Data Collection tools

    Competency RCL CCL GAP ITJ TP

  • 49

    DATA COLLECTION TOOLS

    Focus group

    Survey

    Interview

    Observation

  • 50

    Focus group

    generating ideas across department select members who can.. identify performance problem identify causes and solutions size - 5-6 members composition - homogeneous heterogeneous

  • 51

    Surveys

    large sample feelings questionnaire - objective - clarity - administration - tabulation - findings - recommendation

  • 52

    Interview

    before - objectives - areas to be covered - who to interview - method of obtaining data during - listen, question and restate - open ended - close ended after - record - prepare report

  • 53

    Observation

    Visual

  • 54

    OBSERVATION FACT VS INFERENCE

  • 55

    Annual training plan

    Training matrix

  • No

    Training Program

    Who should attend

    Where

    Training Provider

    Cost /pax

    Other Exp

    Ttl

    Training Plan

  • 57

    Section Five

    Reporting

  • 58

    Reporting to management

    management buy in prioritize recommend solutions

  • 59

    Thank you - Terima Kasih

    [email protected] gmail.my [email protected] 012 4389951

    The Approach to Competencybased Training Need Analysis Workshop Instant AssessmentsThe ProgrammeSection OneTrainingTrainingTraining TrainingDevelopmentKey termsWhat is TNA ?TNAWhy TNASlide Number 14TNA toFocus of TNATypes of needsChangesFour conditions for Job PerformanceRule Number 1 - Bob MagerRule Number 2 - Bob MagerRule Number 3 - Bob MagerRole of the Training Needs AnalystRole of the Training Needs AnalystRole of Line ManagementIssuesSharing ExerciseHRDODADDIE CYCLEPerformanceHuman Performance technologySlide Number 33Slide Number 34Slide Number 35Purpose of performance changeTheoremsPerformance AnalysisExercise - HPTSection ThreeThree levels of needs analysisQuantitative Analysis Techniquefor Human Potential and Talent. Quantative Analysis Technique for Human Potential.Slide Number 44Slide Number 45Slide Number 46Slide Number 47Section FourDATA COLLECTION TOOLSFocus groupSurveys InterviewObservationSlide Number 54Annual training planSlide Number 56Section FiveReporting to managementThank you - Terima Kasih


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