Download approaches to training need analysis

A Presentation on TRAINING NEEDS
ANALYSIS
• Shradha(02)
•Vidya(34)
•Rothin(58)
•Pallav(48)
•Preeti Minz(11)
•Preeti Kumari(S2)
•Rohan Charly(24)
INTRODUCTION TO TRAINING
• Training can be described as “the acquisition of skills,
concepts or attitudes that result in improved
performance within the job environment”.
• Improving Performance Organizations are not standalone structures. They are made up of goals, people,
values, philosophies, sentiments, communication
styles, etc. Therefore, there are no short-cut solutions
to improving employees’ performance. Training is a
part of the solution.
To Train or Not
High
Problem: Low Motivation
Problem: Systemic
Method
Assess personal
consequences/ rewards
system
Method
Consider system issues, problem
is out of control of the employee
Problem: Bad Fit
Problem: Lack of Knowledge
or Tools
Job
Knowledge
Low
Method
Consider improper
placement of employee in
the position
Method
Training
Low
High
Employee attitude/desire to perform the job
Sierra Associates 2008
4
ANALYSIS
• Analyze
– Analyze system (department, job, etc.) to gain a complete
–
–
–
–
–
understanding of it
Compile an inventory of all tasks associated with each job (if
needed)
Select tasks that need to be trained
Build performance measures for the tasks to be trained
Choose instructional setting for the tasks to be trained
Estimate what is going to cost to train the tasks
• Training analysis looks at each aspect of an operational
domain so that the initial skills, concepts and attitudes
of the human elements of a system can be effectively
identified and appropriate training can be specified.
INTRODUCTION TO T.N.A.
• Training Needs Analysis (TNA) is defined as the
“Identification of training requirements and the most
cost effective means of meeting those requirements”.
• A TNA should always be performed where a major new
development in policy, equipment acquisition or
procedures is deemed to have potential impact upon
the current training regime.
What does Needs Analysis
determine?
 Employee’s KSA
 If training is needed
 Any barriers to performance
When job standards and Expected Performance (EP)
don’t match one’s Actual Performance (AP), a
Performance Discrepancy or “gap” (PD) exists.
PD = EP - AP
Training Needs Analysis
 Is the systematic process used to determine what
needs to be done to bring performance to the expected
level.
 It is used when making sure that the right training is
being provided to the right employees
Why do a Needs Assessment?
• To make sure we are applying the right solution to the
problem.
• To identify what learning will be accomplished
• To identify what changes in behavior and performance
are expected
• To determine the expected economic costs and
benefits
The main aim of any training need analysis is to find
out whether the performance problem actually exists,
and if so , is it worth fixing and what is its cause.
There are two main approaches to need analysis which
organizations can resort to.These are :
 PROACTIVE APPROACH
REACIIVE APPROACH
PROACTIVE TRAINING NEED
ANALYSIS
 The proactive TNA focuses on future human resource
requirements. The HR function needs to be involved in the
development of a strategic plan (SWOT analysis). From the
resulting unit objectives, HR must develop unit strategies
and tactics to be sure the organisation has employees with
the required KSAs (Knowledge, Skills and Abilities) in each
of the critical jobs based on future KSA requirements. Two
approaches can be taken to develop needed KSAs.
 Prepare employees for promotions/ transfers to different
jobs.
 Prepare employees for changes in their current jobs.
REACTIVE TRAINING NEED
ANALYSIS
 Reactive TNA has the focus on perceived performance
problems found by the organization in the present
situation.
 It is generally triggered by the current discrepancy.
HOW DO WE GO ABOUT TNA
 The proactive approach starts with the strategic plan and
objectives. The analyst tries to determine the best fit
between the organisation’s current internal environment
(structures, policies, procedures, etc.) and the future
expectations. Questions regarding the formal structure
might include the following:
 Are pay practices congruent with the new direction taken
by the company? Example. Would a strict hourly pay
structure fit if the plan was to treat each department as
entrepreneurial?
 Is the emphasis of the new priorities congruent with the
performance appraisal system? Example: If the priority is
quality, does the performance appraisal have a dimension
to measure this?
Causes & Outcomes of Need Assessment
Need Analysis
• It involves determining the appropriateness of
training, given the company's business strategy,
resources and managerial and peer support for
training.
• It involves looking at the internal environment of
the organisation, identify the influences that
affects employee performance and determine its fit
with organisational goals and objectives.
•This analysis provides identification of
performance deficiency at the organisational level.
organisational analysis focuses on three factors:
1. The organisation strategic direction influences
training to the extent that, in companies where
training plays a significant strategic role, more
money is invested in training.
2. Support of managers and peers for training
activities is critical.
3. Training resources, including money, time and
expertise, need to be identified in the
organisational analysis phase.
Organisational Analysis Identifies:
 Organisational goals
 Organisational resourses
 Organisation climate
 Environmental constraints
•As evident from the name itself, the individual
analysis is concerned with who in the organization
needs the training and in which particular area.
•Here performance is taken out from the
performance appraisal data and the same is
compared with the expected level or standard of
performance .
•Determining whether performance deficiencies are
due to a lack of knowledge, skills or abilities, to
problems with motivation, or work design.
•Determining who needs training and determining
employee’s readiness for training.
•Performance evaluation
•Performance problem
•Observation
•Work samples
•Interviews
•Questionnaires
•Attitude surveys
•Checklists or training progress charts
An effective individual analysis is done in two stages:
•Summary stage
•Diagnostic stage
•Task analysis provides data about a job or a group of
jobs and the knowledge, skills, attitudes and
abilities needed to achieve optimum performance.
•It is an objective assessment of the job wherein
both the worker oriented - approach as well as the
task - oriented approach is taken into consideration.
•Job description
•KSA analysis
•Performance standards
•Observe the job/sample the work.
• Perform the job.
•Job inventory questionnaire
•Review literature about the job
•Ask questions about the job
•Analysis of operating problems
•Develop an overall job description.
•Identify the task
•Describe KSA needed to perform the task
•Identify areas that can benefit from training
•Prioritize areas that can benefit from training.