A

SUMMER TRAINING RESEARCH REPORT

ON

TRAINING NEED IDENTIFICATION

WITH SPECIAL
REFERENCE OF SHRI RAM PISTON AND RING LTD.
Submitted for the partial fulfillment of the requirement for the
award
Of
MASTER OF BUSINESS ADMINISTRATION
(Affiliated to APJ ABDUL KALAM University, LUCKNOW)
Academic Session
(2015-17)

Submitted To:

Submitted By:
Sakshi Tyagi
Roll No.1519470098
MBA-III sem.

HR INSTITUTE OF TECHNOLOGY,MORTA,
GHAZIABAD

DECLARATION
I, Sakshi Tyagi to declare that the summer training project report entitled TRAINING
NEED IDENTIFICATION being submitted to the HR INSTITUTE OF TECHNOLOGY,
MORTA, GHAZIABAD for the partial fulfillment of the requirement for the degree of Master

of Business Administration is my own endeavors and it has not been submitted earlier to
any institution/university for any degree.
Date:
(Sakshi Tyagi)
MBA IIIrd Sem.

ACKNOWLEDGEMENT

PREFACE
Learning categories you and practicing on that learning specialize you.
Each and every theory being taught in academic institutes can only become
fruitful if used practically. The importance of any academic courses would gain
advantage and acceptance of the true form, only through practical experience.
Hence it is quite necessary to put theories as into task. This is made possible
with summer training at any of good companies under the expert guidance of a
competent person.
All organization face change in their environment with resultant change in their
market and in their ability to satisfy their market. Each organization has to face
new marketing problems and opportunities in their existing and potential
market.
The changing trends and new skills being adopted by the employees in such a
systematic way by getting various training sessions which help them to make
use of these new trends and technologies.
This practical knowledge has made one thing clear in my mind that to keep you
on the zenith of best one has to keep himself or herself changing with time,
The report is the outcome of the summer training at SHRI RAM PISTON AND
RINGS LTD,GZB. This training is a part of curriculum of M.B.A program at
the department of business administration of HRIT GHAZIABAD. The main
objective of this project is to find out the "Identifying training needs at shri ram
piston rings and ltd,gzb

CONTENTS

EXECUTIVE SUMMARY
A comprehensive study of TRAINING NEED IDENTIFICATION & TRAINING
IMPARTED programs that has been carried out by Shriram Pistons and Rings,Ghaziabad.
Training plays a vital role in effective functioning of any company. The efficiency and
productivity of worker working in an organization not only depends upon the skills they
possesses or working environment, but also depends upon the policy of the company of
providing training to the employees according to the demand of the job. There remains a gap
between the demand of the job and skills of the worker. This gap can be patch up by
delivering effective training and development programs. The workers get the better
opportunity to improve themselves and as a result to enhancement of the productivity of the
organization.
So it is most important for every organization to provide such training to the employees for
development of their skills as well as knowledge related to the job that will fulfill his own
requirement of learning and the requirement of the organization and achieve the organization
goal too.
TRAINING IDENTIFICATION NEED play very important role for organization to
identify need of training to employes so that oragnisation able to provide appropriate
training to there employes as per there requirements it helps to enhance knowledge of
employes and polish there skills.
Research Methodology of data collection:
Collection of relevant, unbiased date, avoiding errors and understatement / over statement,
keeping also in mind the time & cost required.
The interpretation of result shall be made to have relevance for decision to be made and in an
understandable manner to instill confidence that recommendation is justified.
Primarydata

Assessing the needs for training, strategies & motivation through a questionnaire

Study of existing practices (Training & Motivation.

Personal observation of a few employees who have received training.

Stratified random sampling method shall be adopted by dividing population into

technical/HR/F&A staff.tion for future improvement.

Secondary data

www.shrirampiston.com

Old journals and magazines of company

INTRODUCTION TO COMPANY
1)

Introduction
Shriram Piston & Rings Limited(SPRL) is one of the largest and most sophisticated
manufactures of precision Automobile components i.e. Piston, Piston Rings, Pins and
Engine Valves in India. The Product are sold under the brand name USHA/SPR in
the markets. Shriram Piston & Rings ltd( SPRL) has an exceptional lineage of
Shriram Group, one of the indias oldest and reputed industrial houses. SPRL is
recognized by almost all OEMs in India and several OEMs in Europe and Asia,
Dependable partner for supply of Euro III,IV and V Pistons, Pins, Piston Rings and
Engine valves.

2) Company profile
Shriram Pistons & Rings Limited manufactures and sells automotive components in
India and internationally. The company offers pistons, piston pins, piston rings, and
engine valves. Its products are used by passenger vehicle, two/three wheeler,
commercial vehicle, tractor, and industrial engine manufacturers. The company was
incorporated in 1963 and is headquartered in New Delhi, India. Shriram Pistons &
Rings Limited is a subsidiary of SPR International Auto Exports Ltd.
From a modest beginning in 1972 as a small organisation in Ghaziabad (near Delhi) to
a center of engineering excellence, with over 3,600 skilled employees and an annual
turnover of Rupees 5.34 Billion (approximately US $ 133 Million),

HISTORY OF SPRL
the history of SPRL is a story of grit and determination. It is a story of marching
ahead despite the odds, against all adversity. A story of accepting and meeting
challenges. A story of continuous improvements, year on year Today, SPRL is Indias
largest integrated manufacturer of Pistons, Piston Rings, Gudgeon Pins and Engine
Valves. The Companys products are marketed under the brand names USHA and
SPR; names that have become synonymous with quality and reliability.At SPRL, we
are driven by a clear and consistent set of values. These have stood us in good stead
over the years. Total Customer Satisfaction through Quality Management has seen
us grow from strength to strength.For the past several years, SPRL has been investing
a substantial part of its retained earnings in upgrading quality systems and
modernizing plant and equipment so as to offer concurrent technology products and
technology to its customers. SPRL is committed to provide world class Pistons, Piston
Rings, Gudgeon Pins and Engine Valves in terms of delivery, safety, quality, cost,
development and management.

SPRL Manufacturing unit is located at Meerut Road in Ghaziabad (25 km from Delhi).
The plant has been recognized as one of the most modern and sophisticated plants in
North India in the field of Automobile the Production capacity of plant is as under:
Piston
:13 million per year
Pin
: 11 million per year
Rings
: 60 million per year
Engine valves : 21 million per year
The company has technical collaboration with:
M/s. Kolbenschmidt, Germany to produce Pistons
M/s. Riken corporation, Japan to produce Pistons Rings
M/s. fuji Oozx, Japan for the manufacturing of Engine valves
M/s. Honda foundry, Japan for Technical support
This company is also an exclusive supplier of the three Honda Joint Ventures Such as:

M/s. Hero Honda, Kinetic Honda and Shriram Honda.

The company supplies its product to several Original Equipment Manufacturing (OEMs)
including Defense Vehicle Factories, Ashok Leyland, Tata cumins, Maruti Suzuki, Bajaj
Auto. Honda cars, Sundram Claylon, Honda Scooter, International Tractors, standard
Combiner in addition to all the Honda Joint Ventures in India.

At Shriram Pistons and Rings ltd. Quality is an integral part of whatever we do, which is
reflected in the companys Quality policy:

Total Customer Satisfaction through Quality Management and Continuous

Improvement

FEATURES OF SHRIRAM PISTON & RINGS

FACTORY:

Total area covered by the factory is 27 acres.

The factory is divided into four units for Piston, Rings, Pin, Engine
valves.Classification of the premises:
P.T.E Production Technology and Engineering
C.A.A - Commercial Administration & Accounts
R & D Research & Development

Total strength of the company is 4780 nos. consisting of Officers, Staff and Workers.

The Turnover/Sales for the year2009-2010 is Rs.774 Cr.

The Company is exporting to more than 35 countries.

Exports have risen upto Rs. 132 Cr. The year 2008-2009.

Over 10% of the production is exported to sophisticated markets such as Europe, UK,
Egypt, USA, Iran,Latin America etc.

SPR has been investing 30% of its retained earnings in quality upgradation and
modernization every year.

MANUFACTURING FACILITIES

Robotic Pouring

Argon Filling of Mold

Centralised coolent chilling unit

Weisser (Germany) machine for oval turning andfinish grooving

Camless Takisawa (Japan) machine for finish oval turning

Inclined valve pocket milling

Double Trumpeting of Pin Bore

Hard Anodizing on Top Groove

X-Ray inspection facility

Eddy current inspection facility

Quality Automat

Ultrasonic Cleaning

Extrusion & upset forging

Seat & tip stelliting

(Oxy-Acetylene Welding)

Profile hardening

Continuous tip hardening

Continuous grinding line

A piston pin, also known as a wrist pin, is a hardened steel pin which connects an engine's piston to a connecting rod. This pin is
hollow to reduce weight and is held in place with a number of different methods. Most factory-stock piston pin designs rely on a
pressed t with the pin being pressed into the connecting rod. High-performance pistons are typically held in place with wire clips or
aluminum buttons

Green Sand Moulding

Continuous Moulding

Continuous heat treatment process

Double Cam Grinding

Diskus Grinding

Physical Vapour Deposition (PVD) - Ion Plating

PVD + Gas Nitriding (GN)

Moly Inlaid

Semi Inlaid Moly

Full Face Composite Plating of Chrome (CPC) - Asymmetrical ground OD profile

Semi Inlaid Composite Plating of Chrome (CPC) - Asymmetrical ground OD profile

Zn and Mn Phosphating

SPR received the ISO-9001 certificate from RWTUV, GERMANY in 1994. Technology from
the collaborators was supplemented with in-house efforts and by implementing world-class
practices.

The company received QS-9000 certified from TUV, GERMANY in the year 1999.
The company received ISO-14001 certificate in the year 2001.
SPRL has received the BEST Vendor Awards from Maruti Suzuki for 4 consecutive times,
Best supplier performance Awards from Tata Cummins Ltd. For 3 consecutive years, and has
self certified status with most of the OEMs.
Excellence in exports by Government of India.
Excellence in production by ACMA.
Excellence in quality by Honda Scooter and motors ltd, Honda Siel and ACMA.
Gold Award for COST by Honda Siel.
TPM initiative has started in SPR since year 2000.
SPR received the TS-16469 certificate in the year 2003.
The company received OHSAS-18001 certificate in the year 2003.
Best Foundry Award from institute of Indian Foundrymen in the year 2003.
Green Rating award by CII, U.P.Poolution Board & World Bank in 2004.
The company received TPM excellence Award in the year 2004.
The company received TPM special Award in MARCH -2008.

1) Organization, which is sensitive and interactive to the needs of customers.

2) Continuous upgrading of quality and process to meet changing needs of customers.

3) Optimization of return on investment by

Continuous improvement

Technology development

Organizational and Personnel development

Cost reduction efforts

Effective use of all resources

Harmonious and safe working conditions

4) The company has successfully practiced the best work ethics and technology along
with the TPM and KAIZEN approach and harmony through teamwork
5) Work to international norms of Quality and Management

Most commonly referred to as TPM, this is a philosophy and practice of preventing the loss
of productive machine time due to: breakdowns, minor stoppages, idling, operating at lessthan-planned-for cycle times, changeovers and setups and poor quality. TPM involves
everyone in identifying, monitoring, and correcting the root causes of each of these losses.
Maintenance is the key to zero loss, zero breakdowns, zero accidents, zero defects.It is in
short a zero-sum philosophy. This concept was put forward by the Japanese management
expert Seiichi Nakajima in his gospel introduction to total productive maintenance in 1984
tha ultimate aim was toi maximize the output-to-input ratios.

Steps involved in TPM Programme-

Plant audit and assessment

Company commitment

Formation of committees and sub-committees

Selection of pilot line(s)

Focus on eight pillars

Raise levels and select other areas

Focus on eight pillars in new areas

The Kaizen method is a Rapid Improvement Process utilizing a cross-functioning group of

managers and employees working as a team to meet targets in a result-oriented focus on a
predefined project area. The process may take the following steps: Define the
problem/opportunity, choose the best people, and correct the problem in one week or less
using Kaizen tools and techniques, the ultimate goal is to significantly reduce cost, reduce
lead times, reduce required inventory space, enhance workforce empowerment, eliminate
waste and focus on continuous improvement. The Kaizen process may include: New product
development, robotics, total quality control, just in time, statistical quality control labor and
management relations OR other concepts.

Kaizen events are among the most important activities of a Lean enterprise. Successful
Kaizens help build a Lean culture and measurably improve company performance. Kaizen
success requires effective Planning, Implementation, Follow-up and Evaluation. IMECs
expert Lean Implementers will work with your company at each phase of the Kaizen process,
helping plan and prepare for events, facilitating Kaizen events, working with your team to
ensure effective follow-up and completion of the improvement process, and evaluating the
results to continuously improve your Kaizen process.

OBJECTIVE TO STUDY
1) To develop human competencies and create healthy environment and to ensure
employees satisfaction with the work.
2) To search out the problematic areas in which needs to devote itself to improve its
operations and gear up itself for the challenges of the future by deciding priorities for
action such as --

The existing pattern of training, modification or changes needs for officers and
employees development (Technical & Behavioral).
Efforts needed to motivate the officers & employees
Managements role in linking organization development with training,
strategies & motivation.
The objective of the project is to study for identifying training need in
company. As we know that training is an important factor for growing
because growth is lifeline for the company. The main motive of this project
was to know, how company conducts training program. Also helps to identify
need of training After providing them training analysis is required. Analysis
makes the management aware of the workers or staffs whosoever had gone
through the training. Development is the main objective of any training. If
there is no development, the objective of training is not achieved. So for
achieving the objective, development is very much required. The way of
analyzing of the training should be carefully developed. Because a good
analysis reflects the true figure of the development of trainees. How the
company analyses the training is a subject to be learnt..so to fulfill the goal to
development oragnisation gives training through idenfying training need.

Training needs Identification

TRAINING
Training can be described as the acquisition of skills, concepts or attitudes that result in
improved performance within the job environment. 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.
According to Edwin Flippo, training is the act of increasing the skills of an employee for
doing a particular job.
Training need identification
Training need identification is a tool utilized to identify what educational courses or activities
should be provided to employees to improve their work productivity. Here the focus should
be placed on needs as opposed to desires of the employees for a constructive outcome.
Inorder to emphasis the Importance/Advantage of training need identification we can focus
on the following ares: To pinpoint if training will make a difference in productivity and the bottom line.
To decide what specific training each employee needs and what will improve his or
her job performance.
To differentiate between the need for training and organizational issues and bring,
about match between individual aspirations and organizational goals.

Identification of training needs (ITN), if done properly, provides the basis on which
all other training activities can be considered. Also requiring careful thought and
analysis, it is a process that needs to be carried out with sensitivity as people's
learning is important to them, and the reputation of the organization is also at stake
Identification of training needs is important from both the organisational point of view as
well as from an individual's point of view. From an organisation's point of view it is
important because an organisation has objectives that it wants to achieve for the benefit of all
stakeholders or members, including owners, employees, customers, suppliers, and
neighbours. These objectives can be achieved only through harnessing the abilities of its
people, releasing potential and maximising opportunities for development.

Therefore people must know what they need to learn in order to achieve organisational goals.
Similarly if seen from an individual's point of view, people have aspirations, they want to
develop and in order to learn and use new abilities, people need appropriate opportunities,
resources, and conditions. Therefore, to meet people's aspirations, the organization must
provide effective and attractive learning resources and conditions. And it is also important to
see that there is a suitable match between achieving organizational goals and providing
attractive learning opportunities.

Also in order to bring a synchronisation between organisational and individual objectives

people need to question the way they do things. And this is precisely the hidden objective
behind any training need identification process. It should ideally be a long-term process of
encouraging employees to take an active involvement in their own development, thus
increasing their commitment to learning, to their work, and to the organization as a whole.

DISADVANTAGE OF Identification of training need

The list of disadvantages is considerably smaller than the benefits of advantages. The only
one of any significance is the need for a skilled person to be employed and consequently the
use of that persons time. This has been quoted earlier as one of the common criticisms of
ITNs.

If the trainer alone is responsible for conducting the analysis in addition to all the
other areas of work for which they are responsible, this may be a justifiable criticism.
Organization open to criticisms of over-uses and wastes of money spent on
unnecessary training. So every attempt must be made to identify and analyze the
needs accurately.

Identification of Training needs (ITN) is the examination or diagnostic portion of the

training system; the symptoms that ITN examines are often referred to as perceived
performance deficiencies. A perceived performance deficiency exists when there is a
difference between expected and perceived job performance.

A ITN can be categorized based upon whether it is reactive or proactive. A reactive

ITN occurs when the perceived performance deficiency is a discrepancy between
perceived and expected performance for the employees current job. A proactive ITN
is conducted o respond to the perception that current job behavior reflects an inability
to meet future position. A proactive ITN rests on the ability of someone to predict
anticipate a future problem.

Production records, quality control reports, grievances, safety reports, absenteeism

and turnover statistics, and exit interviews of departing employees may reveal
problems that should be addressed through training and development efforts. Training
needs also may become apparent from career planning discussions or performance
appraisal reviews. Supervisors see employees on daily basis and thus are another
source of recommendations for training.

A job analysis should focus on what the trainee needs to be able to do to perform the
job satisfactorily. In ITN, a job analysis should take both a worker and task oriented
approach. A worker oriented approach focuses on the skills, knowledge and ability to
perform the job. These might include elementary notions, job demands, and the
specific

Human behaviors involved such as division making, communication etc. a task

oriented approach focuses on a description of the work activities performed. These are
typically

Different Levels at which it is to be Conducted

Identification of training needs can be done at three levels to ascertain three kinds of needs: -

Organisational Needs
These concern the performance of the organisation as a whole. Here identification of training
needs is done to find out whether the organisation is meeting its current performance
standards and objectives and if not, exploring ways in which training or learning might help it
to do so. Sometimes organisational training needs are also identified when the organisation
decides that it has to adopt a major new strategy, create a new product or service, undergo a
large-scale change programme, or develop significant new relationships, such as joining with
others to form new partnerships.

Group Needs
Since working in groups and teams have become very much prevalent in today's corporate
world that is why nowadays there is increased emphasis given on team effectiveness and
team performance. So training needs are nowadays even identified at the group level.
Training needs here are concerned basically with the performance of a particular group,
which may be a team, department, function, sub-unit, or so on. Information about this group's
performance may identify areas of need - which, again, may be for training or other
interventions. It is used to find out how efficiently a particular team or group goes about its
business and meets its current objectives.

Individual Needs
These concern the performance of one or more individuals (as individuals, rather than as
members of a group). Here identification of training needs is about finding out to what extent
individuals need to learn or be trained in order to bring their current performance up to the
required level as a result of changes in methods and processes that call for new competencies
and skills.
It also sees to it that there is continuous improvement initiative taken by them. Moreover it
also helps to find out whether individuals are comfortable in working across boundaries, with
people from different backgrounds and different perspectives.
This is especially important because there is so much work force diversity observed today in
organisations that it has become impossible to retain workforce, which is not flexible enough
to accommodate such changes into their daily work schedule.

Sources for Identifying Training Needs

There are three sources for identifying training needs. Although they are independent sources
for gathering the necessary data but it is usually beneficial if they are considered
complementary to one another as the objective of the exercise is to prepare as consolidated
data of training needs as possible. The three sources are as follows: -

Job Profile
It is a comprehensive description of all the functions and the responsibilities that a person has
to carry out in due course of his job. It is very common for us sometimes to find that people
of a particular department more or less perform the same kind of job and therefore a
comparative study can be done on their performance to pinpoint on the training needs of
those people who have not performed up to the mark. In here we can also include Job
analysis in order to have a realistic and systematic appraisal of training needs. Inorder to do
this first we need to break up the functions and responsibilities into categories. Next we have
to classify these tasks/activities on the basis of their relative importance to the nature of the
job. And lastly we can compute a priority listing of these tasks in order to have a catalogue of
knowledge, skills and attitudes required for effective performance of the job.

Experiences of the training agency

It is very common for organisations nowadays to hire professional training agencies in order
to look into the training matters. The training agency and the trainers thus should also draw
from their own experiences of organising programmes for comparable groups or in similar
areas.

However, earlier experiences can only serve to facilitate the process. It cannot be the sole
basis, as training needs of majority of organisations are very specific.

Pre-training survey of the participant's needs

This is suggested as the best way to conduct a training need identification .A pre-training
survey is nothing but a survey of the needs and expectations of the participants well in
advance of the programme. And in this exercise it is better to include the superiors also as
they are in a good position to provide necessary data on the training needs of their associates,
especially in context of their performance. This is generally done in a systematic manner with
the help of a structured questionnaire in order to reflect the genuine desire to involve the
participants and the organisation in the planning process. However it might happen in certain
cases that it is not possible to actively involve the superiors due to various reasons like lack
of time etc but in that case at least they must be kept fully informed of the proceedings.

Overall Process in Brief

Step 1: Define and chart part of the organisation in which the work has to be done. It is to
have a focussed approach of the study. It could either be a particular department, a section, a
unit, a specific group or a staff category.
Step 2: Use various data collection measures to collect both qualitative as well as quantitative
data.
Step 3: Analyse the entire data collected in order to find out causes of problem areas and
prioritise areas, which need immediate attention.
Step 4: Prioritise the different training programmes according to the responses collected.
Step 5: Record and file the entire data so that it can be used for future reference while
designing the training programmes / training calendar.
Benefits of Needs Assesment
As pointed above needs assessment helps diagnose the causes of performance deficiency in
employees that require remedial actions. This being a generalised statement there are certain
specific benefits of needs assesment. They are as follows: The organisation is informed about the broader needs of the participants. Through this
process it may be possible that certain new training programmes, which were, previously not
in their list may come to the forefront.
The organisation is able to reduce the perception gap between the participant and his/her
boss about their needs and expectations from the training programme.
The organisation is also able to pitch its course input closer to the specific needs of the
participants.
It also saves a lot of money for the organisation as otherwise money is just unnecessarily
wasted on those training programmes, which are either not needed by the employees or they
have no interest in undertaking them.
Lastly, time, which is the most important resource today, is also saved, as the training
programmes conducted are the ones, which are actually needed by the participants.

Training Needs Analysis:

The process of identifying training needs in an organization for the purpose of improving
employee job performance.

Introduction
Today's work environment requires employees to be skilled in performing complex tasks in
an efficient, cost-effective, and safe manner. Training (a performance improvement tool) is
needed when employees are not performing up to a certain standard or at an expected level of
performance. The difference between actual the actual level of job performance and the
expected level of job performance indicates a need for training. The identification of training
needs is the first step in a uniform method of instructional design.
A successful training needs analysis will identify those who need training and what kind of
training is needed. It is counter-productive to offer training to individuals who do not need it
or to offer the wrong kind of training. A Training Needs Analysis helps to put the training
resources to good use.

Types of Needs Analyses

Many needs assessments are available for use in different employment contexts. Sources that
can help you determine which needs analysis is appropriate for your situation are described
below.

Organizational Analysis. An analysis of the business needs or other reasons the

training is desired. An analysis of the organization%27s strategies, goals, and
objectives. What is the organization overall trying to accomplish? The important
questions being answered by this analysis are who decided that training should be
conducted, why a training program is seen as the recommended solution to a business
problem, what the history of the organization has been with regard to employee
training and other management interventions.

Person Analysis. Analysis dealing with potential participants and instructors involved
in the process. The important questions being answered by this analysis are who will
receive the training and their level of existing knowledge on the subject, what is their
learning style, and who will conduct the training. Do the employees have required
skills? Are there changes to policies, procedures, software, or equipment that require
or necessitate training?

Work analysis / Task Analysis. Analysis of the tasks being performed. This is an
analysis of the job and the requirements for performing the work. Also known as a
task analysis or job analysis, this analysis seeks to specify the main duties and skill
level required. This helps ensure that the training which is developed will include
relevant links to the content of the job.

Performance Analysis. Are the employees performing up to the established standard?

If performance is below expectations, can training help to improve this performance?
Is there a Performance Gap?

Content Analysis. Analysis of documents, laws, procedures used on the job. This
analysis answers questions about what knowledge or information is used on this job.
This information comes from manuals, documents, or regulations. It is important that

the content of the training does not conflict or contradict job requirements. An
experienced worker can assist (as a subject matter expert) in determining the
appropriate content.

Training Suitability Analysis. Analysis of whether training is the desired solution.

Training is one of several solutions to employment problems. However, it may not
always be the best solution. It is important to determine if training will be effective in
its usage.

Cost-Benefit Analysis. Analysis of the return on investment (ROI) of training.

Effective training results in a return of value to the organization that is greater than the
initial investment to produce or administer the training.

Principle of Assessment: Use assessment instruments for which understandable and

comprehensive documentation is available.

Knowledge, Skills, and Abilities

Today's workplace often requires employees to be independent thinkers responsible for
making good decisions based on limited information. This kind of work may require training
if the employee does not have these skills. Below is a list of various competencies that
employees may be required to posess in order to perform their jobs well.

Adaptability

Analytical Skills

Action Orientation

Business Knowledge/Acumen

Coaching/Employee Development

Communication

Customer Focus

Decision Making

Fiscal Management

Global Perspective

Innovation

Interpersonal Skills

Leadership

Establishing Objectives

Risk Management

Persuasion and Influence

Planning

Problem Solving

Project Management

Results Orientation

Self-Management

Teamwork

Technology

Are any of these KSA's required before the employee is hired? Are the required KSA's
included in any job postings or advertisements? Do they need to be?

Techniques
Several basic Needs Assessment techniques include:

direct observation

questionnaires

consultation with persons in key positions, and/or with specific knowledge

review of relevant literature

interviews

focus groups

assessments/surveys

records & report studies

work samples

Conducting an Organizational Analyses

Determine what resources are available for training. What are the mission and goals of the
organization in regards to employee development? What support will te senior management
and managers give toward training? Is the organization supportive and on-board with this
process? Are there adequate resources (financial and personnel)?

Conducting a Work / Task Analysis

Interview subject matter experts (SME%27s) and high performing employees. Interview the
supervisors and managers in charge. Review job descriptions and occupational information.
Develop an understanding of what employees need to know in order to perform their jobs.

Important questions to ask when conducting a Task Analysis:

1. What tasks are performed?
2. How frequently are they performed?
3. How important is each task?
4. What knowledge is needed to perform the task?
5. How difficult is each task?
6. What kinds of training are available?
Observe the employee performing the job. Document the tasks being performed. When
documenting the tasks, make sure each task starts with an action verb. How does this task
analysis compare to existing job descriptions? Did the task analysis miss any important parts
of the job description? Were there tasks performed that were omitted from the job
description?
Organize the identified tasks. Develop a sequence of tasks. Or list the tasks by importance.
Are there differences between high and low performing employees on specific work tasks?
Are there differences between Experts and Novices? Would providing training on those tasks
improve employee job performance?
Most employees are required to make decisions based on information. How is information
gathered by the employee? What does the employee do with the information? Can this
process be trained? Or, can training improve this process?
Cognitive Task Analysis
Develop a model of the task. Show where the decision points are located and what
information is needed to make decisions and actions are taken based on that information. This
model should be a schematic or graphic representation of the task. This model is developed
by observing and interviewing the employees. The objective is to develop a model that can be
used to guide the development of training programs and curriculum.
Since the training is based on specific job tasks, employees may feel more comfortable taking
the effort to participate in training.
Gather information about how the task is performed so that this can be used to form a model
of the task. Review job titles and descriptions to get an idea of the tasks performed. Observe
the employee performing the job. Review existing training related to the job. Make sure you
observe both experts and novices for comparison.

Conducting a Performance Analysis

This technique is used to identify which employees need the training. Review performance
appraisals. Interview managers and supervisors. Look for performance measures such as
benchmarks and goals.
Sources of performance data:
1. Performance Appraisals
2. Quotas met (un-met)
3. Performance Measures
4. Turnover
5. Shrinkage
6. Leakage
7. Spoilage
8. Losses
9. Accidents
10. Safety Incidents
11. Grievances
12. Absenteeism
13. Units per Day
14. Units per Week
15. Returns
16. Customer Complaints
Are there differences between high and low performing employees on specific competencies?
Would providing training on those competencies improve employee job performance?

The Importance of a Training Needs Assessment

Conducting a training needs assessment is a critical activity for the training and development
of employees and/or clients. Whether you are a human resource generalist or a training
specialist, you should be adept at performing a training needs assessment. To be effective and
efficient, all training programs must start with a needs assessment. Long before any actual
training occurs, the training manager must determine the: who, what, when, where, why and
how of training. To do this, the training manager must analyze as much information as
possible about the following:

Organizational culture including its goals and objectives.

Jobs and related tasks that need to be learned.

Competencies and skills that are need to perform the job.

Individuals who are to be trained

The assessment begins with a "need" which can be identified in several ways but is generally
described as a gap between what is currently in place and what is needed, now and in the
future. Gaps can include discrepancies/differences between:

What the organization expects to happen and what actually happens.

Current and desired job performance.

Existing and desired competencies and skills.

The needs assessment should be conducted at three levels: organizational analysis, task
analysis and individual analysis. Organizational analysis looks at the effectiveness of the
organization and determines where training is needed and under what conditions it will be
conducted. The organizational analysis should identify:

Environmental impacts (new laws such as ADA, FMLA, OSHA, etc.).

State of the economy and the impact on operating costs.

Changing work force demographics and the need to address cultural or language
barriers.

Changing technology and automation.

Increasing global/world market places.

Political trends such as sexual harassment and workplace violence.

Organizational goals (how effective is the organization in meetings its goals),

resources available (money, facilities; materials on hand and current, available
expertise within the organization).

Climate and support for training (top management support, employee willingness to
participate, and responsibility for outcomes).

A task analysis identifies the knowledge, skills, attitudes and abilities needed to achieve
optimum performance for a group of workers. Sources for collecting this information can
include:

Job descriptions

KSA analysis-- A more detailed list of specified tasks for each job including
Knowledge,

Skills, Attitudes and Abilities required of incumbents.

Performance standards-- Objectives of the tasks of the job and the standards by which
they will be judged. This is needed to identify performance discrepancies.

Observe the job/sample the work.

Job inventory questionnaire-- Evaluate tasks in terms of importance and time spent
performing.

Researching the "best practices" from other companies, review professional journals.

Ask questions about the job-- Of the employees, of the supervisor, of upper
management.

Lastly, an individual analysis analyzes how well the individual employee is doing the job and
determines which employees need training and what kind. Sources of information available
for a individual analysis include:

Performance evaluation -- Identifies weaknesses and areas of improvement.

Performance problems -- Productivity, absenteeism or tardiness, accidents,

grievances, waste, product quality, down time, repairs, equipment utilization,
customer complaints.

Observation -- Observe both behavior and the results of the behavior.

Work samples -- Observe products generated.

Interviews -- Talk to manager, supervisor and employee. Ask employee about what
he/she believes he/she needs to learn.

Attitude surveys -- Measures morale, motivation, satisfaction.

The results of a needs assessment can then be used to plan instructional objectives, and the
design and delivery of your training program.

What is described here may seem like a lot of work on the front end but the payoff will be
that you will be able to plan, design and implement a training program that helps direct
resources to the areas of greatest need, those that closely relate to fulfilling the organizational
goals and objectives, and will also improve productivity of your work force.