Training needs assessment
TRAINING & DEVELOPMENTDr.V.Veera Balaji Kumar
TRAINING NEEDS ASSESSMENT
TRAINING NEEDS ASSESSMENT Training needs can be identified by deducting the existing skills from the job requirements. A training need exists when there is a gap between what is required of a person to perform his/her work and what he/she knows. Training needs assessment or analysis is the method of determining if a training need exists and if it does what training is required to full the gap.
REASONS FOR T. NEEDS ASSESS. To To To To To To determine whether training is needed determine causes of poor performance determine content and scope of training determine desired training outcomes proved the basis of measurement gain management support
LEVELS OF T. NEEDS ASSESS. There are three level on needs assessment: Organizational analysis Task analysis Individual analysis
ORGANIZATIONAL ANALYSIS Looks at the effectiveness of the organization & determines where training is needed and conditions for its conduction. OA should identify: Environmental impacts State of economy and operating costs Changing work force demographics Changing technology Trends such as workplace harassment Organizational goals and resources available Climate and support for training
Sources of information to conduct OA Organizational goals & objectives, mission statements, strategic plans. Staffing inventory, succession planning, long-and-short-term staffing needs. Skills inventory: short-term & long-term needs, organizational climate indices labour management relationships, turnover rates, absenteeism, observations of employee behaviour, accidents, attitude surveys, customer complaints, productivity, grievances.
Sources of information to conduct OA Analysis of efficiency indices, costs of labor, costs of materials, quality of products, equipment utilization, production rates, costs of distribution, down time, waste, late deliveries, repairs. Annual report Changes in equipment, technology Planning systems Delegation and control systems Plans for reorganization or job restructuring Employees attitudes & satisfaction
SYSTEM OVERVIEW EXAMPLE Purpose: To gain an understanding of the system, such as department or process.This will aid the performance process by giving the analysts and developers a background to work from.
Department: Vehicle Maintenance Date: February 11, 2001 Training Analyst: Dorothy Smith Department Supervisor: Jim Hamilton Summary of Activities: Performs basic maintenance on the company's
vehicles. The maintenance program includes basic tune-ups, changing tires, washing and waxing, diagnostic, replacing parts, oil changes, and lubrication. Fleet includes 76 cars.
Inputs: Number of People: 11 Main Material Used: Car parts such as tires, brakes, mufflers, batteries, spark plugs. Oil, and lubricants. Main Technologies Used: Vehicle diagnostic equipment such as multimeters and oscilloscopes. Tool sets. Air wrenches. Important Time Factors: Due to delivery schedules, the daily preventive maintenance checks on 30 delivery vans must be performed in less than 30 min. Process: Vehicles have several preventive maintenance checks and servicesperformed on them periodically (daily, monthly, and quarterly). Broken vehicles are repaired as quickly as possible.
Output: Well-maintained and operational company vehicles.
Problems: New personnel have to be trained on the main engine diagnostic
machine as most only know the basic capabilities while the full range of its capabilities are used in this shop. They also have to be trained on the newly acquired delivery van's brake system. Background of Proposed Learners: Average Educational Level: 14 years (Technical Trade College) Average number of years of experience: 6 Average number of years employed by company: 5 Required entry level skills and education: Certificate from trade school or 4 years experience
Anticipated number of learners: Seven, plus future new hires Job requirements verses learners skills: Replace brakes (antilock
system) on delivery vans - new hires are not familiar with this system. Advanced capabilities of the diagnostic machines. Language or culture differences of learners: 5 of the employees are from a white middle class background (1 female), 5 are Mexican/American (no females), 1 is Black (male). All are fluent in English. All racial groups seem to respect each other. Motivations of learners: Highly motivated -- they seem to take pleasure in doing quality work. Newly hired personnel seem eager to learn in order to advance. Physical or mental characteristics of learners: All seem physical fit. No apparent mental handicaps from observations or records. Specific interests or biases of learners: Like to talk about cars, racing, women, and sports. Although they seem to respect the one female employee, when she is not around, they sometimes make vulgar jokes about females. This could lead to future problems as the company is presently recruiting more females in all company functions.
TASK ANALYSIS Task analysis provides data about a job or a group of jobs and the knowledge, skills, attitudes and abilities needed to achieve optimum performance.
Sources of information to conduct Task analysis Job description KSA analysis Performance standards Observe of the Job/sample the work Perform the job Job inventory questionnaire Review the literature about the job Ask questions about the job Analysis of operating problems
Job Description AnalysisPurpose: Provides a job description. This will aid various Human Resources processes, such as training or hiring, by detailing the requirements of the job. Department: Sales and Service Date: February 11, 2001 Analyst: Marsha Hide Department Supervisor: Sam Gaunter Job Title: Customer Service Clerk Job Code: 0742 Purpose and Description:Assures that customers receive efficient and courteous service through processing of orders by mail, telephone, or in person. Provides pricing and delivery information. Receives and answers, customer questions and complaints within established guidelines. Acts as liaison between customer and various organization departments. Maintains appropriate records and prepares printed reports. Operates Computer terminal. Performs word processing and related clerical duties.
Supervision required: Light supervision. Number of people supervised: None Skills, Education, and Experience required: High School Diploma. Type a minimum of 45 WPM. Prior experience working with a personal computer. Special job demands (working conditions, travel, hazards, etc.): Must be able to work in a fast paced environment, be a team player, and maintain good relationships with customers
INDIVIDUAL ANALYSIS INDIVIDUAL ANALYSIS - analyzes how well theindividual employee is doing the job about and determines which employees need training and what kind.
Sources of info to conduct IA: Performance evaluation Performance problems Observation Work samples Interviews Questionnaires Attitude surveys Checklists or training progress charts
Steps in needs assess. process Training needs assessment process consists of three steps: Performing GAP analysis to determinecauses of training needs in the organizational context.
Prioritizing the needs - on the basis ofimportance to the organization
Developing action plan - setting theobjectives, identifying suitable training methodology, estimating the cost for the training program and finalizing the dates.
Techniques for investigating Organizational & Personal needs Direct observation Questionnaires Consultation with key people Review of literature Interviews Focus groups Tests Work samples Behavioral anchored rating scales (BARS)
Advantages of training needs assessment
COMPETENCY MAPPING Success entails both what the employee does (applying technical knowledge, skills and ability) and how he does it (behaviour demonstrated through interacting and communicating) Competencies are identified behaviours, knowledge, skills and abilities that directly and positively impact the success of employees and the organization. Competencies can be objectively measured, enhanced and improved through coaching.
Core competency examples Technical & functional enterprise:knowledge & skills described in observable & measurable terms
Understanding the business :mission of the organization
Achieving results : attaining goals & objectives Serving the customer : fulfilling internal &external customer needs
collaborating & cooperating to get the job
Interpersonal & communication skills Leadership & Personal effectiveness
Motivating, influencing, and supporting others to accomplish team & organizational goals Developing oneself, achieving results and solving problems. Planning, organizing and managing time and work.
Personal effectiveness :
COMPETENCY MODEL A competency model is a descriptive tool that identifies the skills, knowledge and attitude of an employee needed to effectively perform a role in the organization and help the business to meet its strategic objectives. The model is presented as a learning continuum It is divided into three levels: Basic level at which someone new to skill performs Intermediate - level at which someone withdetailed knowledge & skills. Operational responsibility for the area.
Advanced level at which someone with mastery of a
Competency approach Provides a cutting edge guide to: Reduce ambiguities in job & work expectations Hire the best available people Maximize productivity Enhance 360 feedback processes A
Click here to load reader