Assessment of HRD Needs

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Need Assessment
Need Assessment is a process by which an

organizations HRD needs are identified and articulated. It identifies:

An organizations goals and its effectiveness in reaching these goals Discrepancies or gaps between employees skills & the skills required for effective current job performance Discrepancies between current skills and the skills needed to perform the job successfully in the future. The conditions under which the HRD activity will occur.

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Need Assessment: Basic Decision in Training & HRD Process Model

Assess Needs Prioritize Needs Define Objectives Develop Lesson Plan Develop materials
Select trainer/leader Select methods & techniques
Schedule program/interve ntion

Select Evaluation Criteria Determine evaluation design

Deliver the HRD program/I nterventio n

Conduct evaluation of program/interv ention

Interpret Results

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Need Assessment
Might not be conducted for following reasons:

Can be difficult and time consuming process Action is valued over research Incorrect assumptions are made that a needs assessment is unnecessary because available information already specified what an organizations needs are. There is lack of support for need assessment

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What is Training or HRD Need?

Training or HRD Need refers to a discrepancy or gap

between what an organization expects to happen and what actually occurs.

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Types of HRD Needs

Type of Need Description Performance Deficiency Gaps between current and effective performance Democratic Options that are preferred , selected or voted for by employees or managers or both. Diagnostic Factors and conditions that create and ensure effective performance and prevent performance problems rather than emphasizing on existing problems Analytic Compliance Needs New and better ways to perform tasks Mandated by law such as safety 5/5/12 training or food handling etc.

Levels of Need Analysis

Level Strategic/Organizational Analysis What is Measured? Where is training needed and in what conditions will the training be conducted? What must be done to perform the job effectively? Who should be trained? What kind of training do they need?

Task Analysis Person Analysis

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Strategic/Organizational Analysis
Is a process that is used to better understand the

characteristics of the organization to determine where training and HRD efforts are needed and the conditions within which they will be conducted. It should identify:

Organizational Goals Organizational Resources Organizational Climate Environmental Constraints

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List of Questions to ask during organizational needs analysis

1. 2. 3.

Are there any unspecified organizational goals that should be translated into training objectives or criteria? Are the various levels in the organization committed to the training objectives? Have the various levels or participating units in the organization been involved with developing the program, starting with the assessment of desired end results of training? Are key individuals in the organization ready to accept the behavior of the trainees, and also to serve as models of the appropriate behavior? Will trainees be rewarded on the job for the appropriate learned behavior? Is training being utilized as a way of overcoming organizational problems or conflicts that actually require other types of solutions? Is top management willing to commit the5/5/12 necessary resources to

4.

5. 6. 7.

Sources of Data for Organizational Needs Assessment

Organizational goals & Objectives Human Resource (Manpower) Inventory Skills Inventory Organizational Climate Index

Labor Management Data such as Strikes, Lockouts, Grievances, turnover, suggestions, productivity, accidents and Customer complaints

Analysis of Efficiency Indexes

Such as cost of labor & materials, quality of product, equipment utilization, waste, late deliveries, repairs etc.
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Changes in system or subsystem

Task Analysis
Task Analysis or Operations analysis is a systematic

collection of data about a specific job or a group of jobs to determine what an employee should be taught to achieve optimal performance.

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Sources of Data for Task Analysis

Job Descriptions: duties & responsibilities Job specifications: More specific than JD as it

specifies tasks required for each job and knowledge, skills etc required for that job.

Performance standards Perform the job Review literature concerning the job

Professional journals, documents, government sources, educational thesis, research in other industries.
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Ask questions about the job

From job holder, job supervisor & higher management.

Task Analysis Process

1.

Develop an overall Job Description

Job Description: is a narrative statement of the major activities involved in performing the job & the conditions under which these activities are performed. Job Analysis: systematic study of a job to identify its major components.

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Task Analysis Process

2. Identify the Major Tasks: behavior within the job such as:

Major tasks within the job How each task should be performed Variability of performance

Methods for identifying major tasks

Stimulus-response-feedback: List of cues, behaviors and feedback that make up each task involved in the job. Time sampling: having a trained observer watch and note the nature & frequency of an employees activities.
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Task Analysis Process

3. Identify what it takes to do the job
Employees must possess the KSAO to perform the job

Knowledge

Skills

Ability Other Characteristics

KSAO Understanding of a body of information, usually of factual or procedural nature that makes for successful performance of a task An individuals level of proficiency or competency in performing a specific task General capability to perform a task 5/5/12 Includes personality, interests and

Task Analysis Process

4. Identify the areas that can most benefit from training or HRD

Determine which tasks must be included and task ratings in terms of importance, time spent and ease of acquisition Determine KSAO and KSAO ratings in terms of importance, difficulty of learning and opportunity to acquire them on job.

5. Prioritize Training Needs

Tasks and KSAO should be prioritized to determine which ones must be addressed first.

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Person Analysis
Directed at determining the training needs of each

individual employee supervisor approach.

Involves employee and employees immediate 360-degree performance appraisal is the new

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Sources of Data for Person Analysis

Performance Data

or Appraisals as indicators of problems or weaknesses

Productivity, absenteeism, accidents, grievances, waste, late deliveries, product quality, repairs, equipment utilization, customer complaints.

Observation work sampling Interviews Questionnaires Tests

Job knowledge, skills and achievement

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Attitude surveys

Components of Person Analysis

1. Summary Person Analysis A Global analysis, it is an overall evaluation of an individual employees performance, classification of an individual as a successful versus unsuccessful performer. 2. Diagnostic Person Analysis Determine why results of individual employees behavior occur, determine how individuals KSAO, effort, and environmental factors combine to yield the summary person analysis

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Model of Performance Appraisal for Person Analysis

Appraise individual employees performance

Identify discrepancies Compare

Determine sources of Discrepancies

Select intervention

individuals behavior & traits to others or an ideal

Integrate info from organization, job & person analysis

Internal factors Motivational deficiency KSA Deficiency

External factors
Inadequate equipment, adverse conditions

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Potential Problems in Performance Appraisal

Enormous costs and complexity when considered at

an organization wide level

Ability of manager to make accurate judgment is

questionable given evidence of rating efforts and biases in making causal attributions required performance that can be identified

Behavior rating system must include all areas of Intentions to use performance appraisal data for need

analysis must be specified before the system is developed, operational ized & implemented.
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Raters must be motivated to make accurate