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M.B.A -4
EVENING SECTION “B
(FUUAST) ISLAMABAD
PRESENTED TO:
Mr. Imran
Imran.urdu2006@yahoo.com
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TABLE OF CONTEXT
CHAPTER 4 TRAINING NEED ANALYSIS................................................... ...1
PREPARED BY: SAJJAD HUSSAIN.................................. ...............................1
M.B.A -4 ......................................................................................................................................................1
EVENING SECTION “B.............................................................................................................................1
(FUUAST) ISLAMABAD...........................................................................................................................1
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organizational analysis:..........................................................................................................................9
operational analysis;...............................................................................................................................9
person analysis:.......................................................................................................................................9
REACTIVE TNA:........................................................................................................................................9
Organizaional analysis:...........................................................................................................................9
operational/ person analysis:..................................................................................................................9
Organizational
analysis
Objectives
Resources
TRIGGER
Environment
Actual Identify Training
organization performance needs
performance Operational analysis discrepancy
< Expected PD=EP-AP
Expected performance Non
&
organizational training
Causes of PD
performance needs
Organizational
analysis
(AOP)< (EOP)
Objectives
Resources
Environment
A training need analysis will provide a benchmark of the performance levels and KSAs
that trainee process prior to training. A TNA provides more than just evaluation process. A
good TNA ensures that only those who need the training attend, and provides the data to
show trainees why the training will be useful to them.
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THE TRAINING NEEDS ANALYSIS (TNA) MODEL:
THE ORGANIZATIONAL ANALYSIS:
The organizational analysis is an examination of an organization’s strategy, its goals and
objective the systems and practices in place to determine how they effect employee
performance.
A PERSON ANALYSIS:
A person analysis is an examination of employees in the jobs to determine that whether
they have required KNAs to perform at expected level.
In the process phase, the operational analysis provides information expected
performance.
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WHERE TO LOOK FOR ORGANIZATIONAL PERFORMANCE GAP:
There are numerous places to look for OPGs. A company’s archival data, such as its
profitability, market share, grievance levels, productivity and quality measures, provide
indicators of how it is operating.
SOURCES OF DATA:
1. organizational goals
a. objectives and budgets
2. labor inventory
3. organization climate indicators
a. Labor management data, strikes, and lockouts.
b. Grievance
c. Turnover
d. Absenteeism
e. Suggestions
f. Productivity
g. Accidents
h. Short term sickness
i. Attitude surveys
4. analysis of efficiency index:
a. cost of labor
b. quality product
c. wastes
5. changes in systems and subsystems
6. management requests and management interrogation
7. MBO or work planning and reviews
ORGANIZATIONAL ANALYSIS:
An organizational analysis should be able to provide information about the following:
1. The mission and strategies of the organization.
2. The resources, allocation of resources, given the objectives.
3. The factors in the organizational environment that might be causing the problem.
4. The effect of preceding factors on developing, providing and transferring the
KSAs to the job if training is chosen solution to PG.
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2. CAPITAL RESOURCES:
A company’s finances, equipments, and facilities are considered to be capital
resources. During the strategic planning decisions are to be made as to where many
should be spent. So where is money spent for strategic goals will help HRD to training
particular employees.
3. HUMAN RESOURCES:
First, a strategic level, HRD provides top management with assessment of current
employee’s ability and potential to support various strategies. With this information,
top management knows its employees capabilities and can factor those capabilities
into strategic decision making.
4. ORGANIZATIONAL ENVIRONMENT:
The organizational environment is made up of various structures (e.g. mechanistic and
organic) and designs (e.g. work flow, division of labor, pay systems and reward
policies).
The environmental analysis determines how congruent those structures are with the
performance objectives of the department or unit which discrepancies have been
identified.
OPERATIONAL ANALYSIS:
The operational analysis determines exactly what is required for employees for them to be
effective. The typical technique for obtaining the tasks and KSAs data that is required of
employees to meet expected job performance standard is the job analysis.
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WORKER ORIENTED JOB ANALYSIS:
Worker oriented job analysis focuses on KSAs that are required to perform the job rather
than tasks and behavior. Incumbents are asked to rate how important a list of KSAs is to
do the job.
JOB-DUTY-TASK METHOD:
The job is identified first, and then each of the duties is written out. The writing out of
duties first provides with a stimulus to generate tasks and subtasks of each of these duties.
From duties, identify the relevant tasks and subtasks each of tasks might have. Once all
tasks are identified, identify the relevant KSAs required to perform the each of these
activities.
(EXPECTED PERFORMANCE):
Knowing all the tasks that are necessary to be effective in a particular job provides
justification for the KSAs that employees are expected to have. Tasks identification leads
to identification of KSAs necessary to do the job. It means that it can be expected that
what kind and level of knowledge, skills and attitudes are required to perform a job.
PERSON ANALYSIS:
A person analysis is conducted to determine, which if any, of the employees do not have
these KSAs. Those employees will be sent to training. Recall from training model that
formulae for a performance gap is
PG = EP-AP
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b. skills
c. achievements
6. attitude surveys
7. devised situations
a. role play
b. case study
c. business games
8. assessment centers
9. coaching
10. MBO / work planning
OUTPUT OF TNA
Output of training needs analysis include both training and non-training needs.
APPROACHES TO TNA
Proactive TNA:
The proactive TNA focuses on future human requirements. The HR functions need to be
involved in the development of strategic planning (SWOT analysis).
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identification and development of employees, perceived to be high potential, to fill key
positions in the company as become vacant.
1. The first step in the process of succession planning is to identify the key positions
in the organization. Usually they are at high rank positions but they could be at
every level.
2. Once key positions are identified, the employees with key potential are identified
to fill these key positions.
3. Then information is provided with the employees who are ready to fill these key
positions.
4. Employee’s readiness off course is difference between what is expected and what
is possessed by the identified employee.
ORGANIZATIONAL ANALYSIS:
The proactive approach starts with the expected changes and any new objectives. Try to
determine the best fit between organization’s current internal environment and future
expectations.
OPERATIONAL ANALYSIS;
Job analyst gather information not only what tasks are done but also what tasks to be
performed in future. Strategic Job Analysis is defined as the identification of KSA
required for effective performance in job as it expected to exist in future.
PERSON ANALYSIS:
Assessment of the person (for the KSAs) is identical for the proactive or reactive TNA, so
information presented earlier is applicable.
REACTIVE TNA:
The proactive TNA begins with an existing discrepancy in the job performance. Once you
have identified a job discrepancy, you need to determine whether it is worth fixing.
ORGANIZAIONAL ANALYSIS:
Organizational analysis deals with the identified three issues:
1. reward or punishment incongruence
2. inadequate feedback
3. obstacles in systems
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THE END
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