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Management Development
Needs Assessment

Management Training and Development

Needs Analysis:

A paper-and-pencil tool for determining

management development needs

Survey to Assess
(Respondent's Name)

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 Management Training and Development Needs
Analysis (Courtesy of Creative Moves Consulting)

Evaluator’s Guide
Instructions:

• Have each manager in your organization complete a survey form. Be sure that each
manager receives the participant’s guide sheet.

• Collect all of the analysis forms. Go through each form scoring each task.
Example:

Task Difficulty Importance Frequency

Terminate an employee 1 2 3 4 5 1 2 3 4 5 D W M Y N

5 + 5 + 4 = 14
• Note that frequency is scored as follows:

D=1
W =2
M= 3
Y=4
N=5

• When you have scored each task on each form it is time to determine the mean
score for each task. To calculate the mean score, add all of the individual scores
together for a given task and divide by the number of managers who completed the
analysis. The mean scores should be ≥ 3.0 and ≤ 15.0.

• Order the tasks from highest mean score to lowest mean score. You have just
created a prioritized list of management training needs using a systematic approach
to training.

• As appropriate, use the following guide to determine the best type of training:

Mean Score

3-7 -- No formal training necessary – address specific needs through informal

on-the-job training (OJT)

8-11 -- Initial formal training necessary (train one time)

12-15 -- Initial and on-going formal training necessary

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 Management Training and Development Needs
Analysis (Courtesy of Creative Moves Consulting)

Participant’s Guide
The primary purpose of the management training needs analysis is to identify
management training and development needs in your organization. Because the data
that you provide on this analysis will be used to determine the training you and others
will receive in the future, it is critical that you are candid and thorough in completing
this form. It is unnecessary to identify yourself on the form. Thank you for your
participation.

Use the following to make your selections:

Difficulty * Importance Frequency

in performing task in performing task in performing task
properly properly

1 = EASY for me to perform 1 = of MINIMAL D = I perform this task

IMPORTANCE to the DAILY or more
success of this
organization/ to my
success

2 = SOMEWHAT EASY 2 = of SOME W= I perform this task

for me to perform IMPORTANCE to the WEEKLY
success of this
organization/
to my success

3 = AVERAGE 3 = of AVERAGE M= I perform this task

DIFFICULTY for me to IMPORTANCE to the MONTHLY
perform success of this
organization/
to my success

4 = DIFFICULT for me to 4 = of ABOVE AVERAGE Y = I perform this task

perform IMPORTANCE to the YEARLY or less
success of this
organization/
to my success

5 = VERY DIFFICULT for 5 = of EXTREME N = I have NEVER

me to perform IMPORTANCE to the performed this task
success of this
organization/
to my success

• If you have not performed a given task before, estimate how difficult the task would
be for you to perform. Use your best educated guess.

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 Management Training and Development Needs Analysis

Survey Form
(For each task below, circle Difficulty, Importance, and Frequency Levels)

Task Difficulty Importance Frequency

Determine staffing 1 2 3 4 5 1 2 3 4 5 D W M Y N
requirements for
your department

Provide a new, 1 2 3 4 5 1 2 3 4 5 D W M Y N
employee with on-
the-job training

Clearly define your 1 2 3 4 5 1 2 3 4 5 D W M Y N

expectations to new
employees

Develop a plan for 1 2 3 4 5 1 2 3 4 5 D W M Y N

your store

Develop goals and 1 2 3 4 5 1 2 3 4 5 D W M Y N

objectives for your
store

Determine material 1 2 3 4 5 1 2 3 4 5 D W M Y N
and supply
requirements for
your store

Develop a budget 1 2 3 4 5 1 2 3 4 5 D W M Y N
for your store

Develop individual 1 2 3 4 5 1 2 3 4 5 D W M Y N
goals with
employees

Monitor your 1 2 3 4 5 1 2 3 4 5 D W M Y N
store’s goals
and objectives –
report status to
your superior
/peers

Monitor your 1 2 3 4 5 1 2 3 4 5 D W M Y N
store’s
budget – report
status to your
superior/peers

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Task Difficulty Importance Frequency

Monitor the 1 2 3 4 5 1 2 3 4 5 D W M Y N
individual goals of
your employees –
report status to
your superior

Take corrective 1 2 3 4 5 1 2 3 4 5 D W M Y N
action when your
department is
behind in meeting a
goal

Take corrective 1 2 3 4 5 1 2 3 4 5 D W M Y N
action when your
department is
headed toward
running over
budget

Take corrective 1 2 3 4 5 1 2 3 4 5 D W M Y N
action when one of
your employees is
behind in meeting
individual goals

Provide an 1 2 3 4 5 1 2 3 4 5 D W M Y N
employee with
constructive
criticism of her/his
work

Deal with an 1 2 3 4 5 1 2 3 4 5 D W M Y N
employee who is
upset with you

Respond to an 1 2 3 4 5 1 2 3 4 5 D W M Y N
employee who
comes to you with
personal problems
(family; health;
financial)

Respond to a 1 2 3 4 5 1 2 3 4 5 D W M Y N
situation in which
the quality of an
employee’s work
goes into a rapid
decline

Deal with an 1 2 3 4 5 1 2 3 4 5 D W M Y N
employee who is
suspected of
substance abuse

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Task Difficulty Importance Frequency

Deal with an 1 2 3 4 5 1 2 3 4 5 D W M Y N
employee who is
chronically late

Deal with an 1 2 3 4 5 1 2 3 4 5 D W M Y N
employee who
spends too much
time on non-work
activities (gossiping,
talking on phone to
relatives)

Praise/reward an 1 2 3 4 5 1 2 3 4 5 D W M Y N
employee for good
work

Conduct a formal 1 2 3 4 5 1 2 3 4 5 D W M Y N
employee
performance
appraisal

Conduct a 1 2 3 4 5 1 2 3 4 5 D W M Y N
store
meeting

Deal with feuding 1 2 3 4 5 1 2 3 4 5 D W M Y N

employees

Motivate your 1 2 3 4 5 1 2 3 4 5 D W M Y N
employees

Develop your 1 2 3 4 5 1 2 3 4 5 D W M Y N
employees

Manage by walking 1 2 3 4 5 1 2 3 4 5 D W M Y N
around and
listening

Tell your boss bad 1 2 3 4 5 1 2 3 4 5 D W M Y N

news

Accept and use 1 2 3 4 5 1 2 3 4 5 D W M Y N

constructive
criticism from your
boss

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Task Difficulty Importance Frequency

Communicate with 1 2 3 4 5 1 2 3 4 5 D W M Y N
your peers

Communicate with 1 2 3 4 5 1 2 3 4 5 D W M Y N
interna and external
customers

Accept and use 1 2 3 4 5 1 2 3 4 5 D W M Y N

constructive
criticism from your
peers

Make a 1 2 3 4 5 1 2 3 4 5 D W M Y N
presentation to the
peers, superiors, principals

Write a report to be 1 2 3 4 5 1 2 3 4 5 D W M Y N
distributed to the
organization. ie. accomplishment report

Order materials and 1 2 3 4 5 1 2 3 4 5 D W M Y N

supplies for your
store

Assess your own 1 2 3 4 5 1 2 3 4 5 D W M Y N

work performance

Manage your time – 1 2 3 4 5 1 2 3 4 5 D W M Y N

handle multiple
priorities

Handle job stress 1 2 3 4 5 1 2 3 4 5 D W M Y N

Develop your 1 2 3 4 5 1 2 3 4 5 D W M Y N
managerial skills,
knowledge, and
abilities

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