TRAINING NEEDS

ASSESSMENT
PRESENTED BY: MADHURI SHEKAR NAYANA PAWAR NEHA KULKARNI

Needs Assessment Definition

A needs assessment is the process of identifying performance requirements and the "gap" between what performance is required and what presently exists.

Needs Assessment

Refers to the process used to determine whether training is necessary Because needs assessment is the first step in the instructional design process:
If it is poorly conducted, training will not achieve the outcomes or financial benefits the company expects

Needs assessment involves:

Organizational Analysis involves determining:

the appropriateness of training, given the business strategy resources available for training support by managers and peers for training

Task Analysis involves:

identifying the important tasks and knowledge, skill, and behaviors that need to be emphasized in training for employees to complete their tasks

Needs assessment involves:

Person Analysis involves:

determining whether performance deficiencies result from a lack of knowledge, skill, or ability (a training issue) or from a motivational or work design problem identifying who needs training determining employees readiness for training

Key Concerns of Upper- and Midlevel Managers and Trainers in Needs Assessment
Upper-Level Managers Midlevel Managers Trainers

Organizationa l Analysis

Is training important to achieve our business objectives? How does training support our business strategy? What functions or business units need training?
Does the company have the people with the knowledge, skills, and ability needed to compete in the marketplace?

Do I want to spend money on training? How much?

Do I have the budget to buy training services? Will managers support training?

Person Analysis

Who should be trained? How will I identify which employees need Managers? training? Professionals? Core employees?
For what jobs can training make the biggest difference in product quality or customer service? What tasks should be trained? What knowledge, skills, ability, or other characteristics are necessary?

Task Analysis

Needs Assessment Techniques

Observation Questionnaires

Interviews

Focus Groups

Documentation

Advantages and Disadvantages of Needs Assessment Techniques

Technique Observation Advantages Generates data relevant to work environment Minimizes interruption of work Inexpensive Can collect data from a large number of persons Data easily summarized Disadvantages Needs skilled observer Employees behavior may be affected by being observed Requires time Possible low return rates, inappropriate responses Lacks detail Only provides information directly related to questions asked

Questionnaires

Advantages and Disadvantages of Needs Assessment Techniques

Technique Interviews Advantages Good at uncovering details of training needs Good at uncovering causes and solutions of problems Can explore unanticipated issues that come up Questions can be modified Useful with complex or controversial issues that one person may be unable or unwilling to explore Questions can be modified to explore unanticipated issues Disadvantages Time consuming Difficult to analyze Needs skilled interviewer Can be threatening to SMEs Difficult to schedule SMEs only provide information they think you want to hear Time consuming to organize Group members provide information they think you want to hear Status or position differences may limit participation

Focus Groups

Advantages and Disadvantages of Needs Assessment Techniques

Technique Documentation (Technical Manuals and Records) Advantages Disadvantages Good source of information You may not be able to on procedure understand technical language Objective Materials may be obsolete Good source of task information for new jobs and jobs in the process of being created

The Needs Analysis Process

Person Analysis Person Characteristics Input Output Consequences Feedback

Organizational Analysis Strategic Direction Support of Managers, Peers & Employees for Training Activities Training Resources

Do We Want To Devote Time and Money For Training? Task Analysis or Develop a Competency Model Work Activity (Task) KSAs Working Conditions

Questions to Ask in an Organizational Analysis

How might the training content affect our employees relationship with our customers? What might suppliers, customers, or partners need to know about the training program? How does this program align with the strategic needs of the business? Should organizational resources be devoted to this program?

Questions to Ask in an Organizational Analysis

What do we need from managers and peers for this training to succeed? What features of the work environment might interfere with training? Do we have experts who can help us develop the program content and ensure that we understand the needs of the business as we develop the program?

Questions to Ask in an Organizational Analysis

Will employees perceive the training program as:

an opportunity? reward? punishment? waste of time?

Person Characteristics Basic Skills Self-Efficiency Awareness of Timing Needs, Career Interests, Goals

Input Understand What, How, When to Perform Situational Constraints Social Support Opportunity to Perform
Output Expectations for Learning and Performance Consequences Norms Benefits Rewards Feedback Frequency Specificity Detail
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Process for analyzing the factors that influence employee performance and learning

Motivation to Learn

Learning Performance

Person Analysis Readiness for training refers to whether: Employees have the personal characteristics necessary to learn program content and apply it on the job.

The work environment will facilitate learning and not interfere with performance.

Factors that influence employee performance and learning: (1 of 2)

Person Characteristics
Ability and skill Attitudes and motivation

Input
Understand need to perform Necessary resources (equipment, etc.) Interference from other job demands Opportunity to perform

Factors that influence employee performance and learning: (2 of 2)

Output
Standard to judge successful performers

Consequences
Positive consequences/incentives to perform Few negative consequences to perform

Feedback
Frequent and specific feedback about how the job is performed

Person Analysis: Self-Efficacy

Self-efficacy - the employees believe that they can successfully perform their job or learn the content of the training program
The job environment can be threatening to many employees who may not have been successful in the past The training environment can also be threatening to people who have not received training or formal education for some length of time

Task Analysis

Task analysis results in a description of work activities, including tasks performed by the employee and the knowledge, skills, and abilities required to complete the tasks Should only be undertaken after you have determined from the organizational analysis that the company wants to devote time and money for training

Causes and Outcomes of Needs Assessment

Reasons or Pressure Points
Legislation What is the Context? Organization Analysis Task Analysis Person Analysis Who Needs the Training? In What Do They Need Training?

Outcomes
What Trainees Need to Learn Who Receives Training Type of Training Frequency of Training Buy Versus Build Training Decision

Lack of Basic Skills

Poor Performance New Technology Customer Requests

New Products
Higher Performance Standards New Jobs

Training Versus Other HR Options Such as Selection or Job Redesign

How Training Should Be Evaluated

CHALLENGES OF TNA

Time constraints Lack of support Load

CONCLUSION
Training needs assessment is the tool that Root Causes identifies organizational problems and their root cause.

Only then can you create an effective training program.

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