Training Needs Analysis WMG 23. Performance Gap (s) / Triggering Event  Farm E-Z  PG = EP – AP  How to probe systematically  The performance framework.

Slides:



Advertisements
Similar presentations
Competency Approach to Human Resource Management
Advertisements

A Systems Approach To Training
NEEDS ASSESSMENT & TRAINING Produced by Dr. James J. Kirk Professor of HRD.
Chapter 5 Job Analysis Human Resource Management in Canada
HRM-755 PERFORMANCE MANAGEMENT OSMAN BIN SAIF Session: Three 1.
© 2013 by Nelson Education Ltd.
Job Analysis OS352 HRM Fisher January 31, Agenda Follow up on safety discussion Job analysis – foundation of HR – Purpose – Various techniques.
Effective Training: Strategies, Systems and Practices, 2nd Edition
Chapter 3 Needs Assessment.
Performance Management Process
Needs Analysis Chapter #4.
3 Chapter Needs Assessment.
Chapter 2 Performance Management Process
Performance Management Process: Overview
MBA 423: HUMAN RESOURCE MANAGEMENT
Training and training need analysis
Performance Management Upul Abeyrathne, Dept. of Economics, University of Ruhuna, Matara.
Assessment of HRD Needs
Effective Training: Systems, Strategies, and Practices, 4th Edition
MGT-555 PERFORMANCE AND CAREER MANAGEMENT
Chapter 3 Needs Assessment
Training for Improved Performance
Human Resources Training and Individual Development Needs Assessment January 26, 2004.
HR Session 5 Performance Management and Appraisal Dr. Debra Munsterman
TRAINING AND DEVELOPMENT. - A planned effort by a company to facilitate employees’ learning of job-related competencies. Training Defined:
Human Resource Management Gaining a Competitive Advantage
Identifying Training Needs Chapter #3. Why is demand for t and d increasing? Globalization Need for leadership Need for more knowledge workers Expanding.
EFFECTIVENESS OF TRAINING Group 5. Effectiveness of Training  What is “effectiveness of training”? Effectiveness means producing an intended result.
BBA 229 Training and Development
MANA 4328 Dr. George Benson Job Analysis 1 MANA 4328 Dr. George Benson 1.
Human Resource Development
Chapter -5(five) Training Needs Assessment
Training Need Assessment by Uttam Acharya Anil Gupta NASC.
Needs Assessment The design process begins with needs assessment First, is training needed?
© 2010 by Nelson Education Ltd.
Chapter 5 Job Analysis.
JOB ANALYSIS and HR PLANNING ________________________ Dr
TRAINING, DEVELOPMENT AND CAREER MANAGEMENT
Effective Training: Systems, Strategies and Practices, 4 th Edition Chapter Four P. Nick Blanchard and James W. Thacker 4-1Copyright © 2010 Pearson Education,
A COMPETENCY APPROACH TO HUMAN RESOURCE MANAGEMENT
Group HR Training & Development Welcome Good Evening 18 th September 2012 Sukanya Patwardhan.
Managing Learning and Knowledge Capital Human Resource Development: Chapter 4 HRD Needs Investigation: An overview Copyright © 2010 Tilde University Press.
Chapter 3 Needs Assessment.
Training and Development Prof R K Singh AIMA CME.
Chapter 4 TRAINING & DEVELOPMENT. Introduction Need for organizations to build and sustain competencies that would provide them with competitive advantage.
Job Analysis - Competency Modeling MANA 5322 Dr. Jeanne Michalski
Advances in Human Resource Development and Management Course code: MGT 712 Lecture 9.
Training and HRD Process Model
COMPETENCY MAPPING ASSESSMENT & DEVELOPMENT BY : SUBHASHIS CHATTERJEE Sr. MGR (PERSONNEL)
A Presentation on TRAINING NEEDS ANALYSIS. Shradha(02) Vidya(34) Rothin(58) Pallav(48) Preeti Minz(11) Preeti Kumari(S2) Rohan Charly(24)
Chapter 3 Needs Assessment. Objectives 1.Discuss the role of organization analysis, person analysis, and task analysis in needs assessment. 2.Identify.
Advances in Human Resource Development and Management
Training & Development WMG 23, Term 5 Overview of Training in Organisations.
Needs Assessment Chapter 3
Output of Development Phase Training Title: Training Duration: Trainer: Seating: Target Population: Overall Training Objectives: After having attended.
1 Dr. Ali Mistarihi Employee Training & Development.
Chapter 4: Needs Analysis
MGT 423 Chapter 1: Training in Organizations FEIHAN AHSAN BRAC University Sep 21, 2013.
Quiz #1 7 th October, Monday (In class) Syllabus: Chapters 1, 3 Question Format: MCQ’s, True/False, Fill-in- the-Blanks Around 20 Questions Weight: 5%
3 Chapter Needs Assessment.
Chapter 13 Training and Development. chapter 13 Training and Development.
TRAINING NEED ANALYSIS
JOB, ROLE, COMPETENCY AND SKILLS ANALYSIS
Psych 638: Training needs assessment
© 2013 by Nelson Education Ltd.
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Competency Based Learning and Development
Chapter Three Needs Assessment.
Chapter 2 Performance Management Process
Competency and Competency Analysis
Presentation transcript:

Training Needs Analysis WMG 23

Performance Gap (s) / Triggering Event  Farm E-Z  PG = EP – AP  How to probe systematically  The performance framework

Session Objectives - Training Needs Analysis – 29 th June, 2015  After attending these sessions you will be able to:  Describe the purpose of Needs Analysis  List the sequence in conducting needs analysis  List and explain the various sources through which information on needs can be obtained  Demonstrate elementary skills for performing needs analysis from a performance problem  Describe the relationship between needs analysis and training design and evaluation

Organizational Strategy Long and Short Term Goals & Values Individual Attributes Individual Behaviors Objective Results Situational Constraints Culture Economic Conditions Systems, structures, workflows

Factors Determining Human Performance P = M x KSA x E ENVIRONMENT (E) KNOWLEDGE, SKILLS, AND ATTITUDES (KSAs) MOTIVATION (M) PERFORMANCE (P)

Performance Gap Analysis

The Framework for Conducting TNA

TNA or TNI or TNIA  Confirms (or otherwise) a stated problem  Ensures effective direction to training  Pinpoints the problem  Identifies size of the problem  Indicates type of solution  Helps with training objectives (and evaluation) NB: Is a TNA always necessary?

Analysis Phase Input Process Output TRIGGER Actual Organizational Performance (AOP) < Expected Organizational Performance (EOP) Identify Performance Discrepancy (PG) PG = EP < AP And Causes of PG Non Training Needs Training Needs Resources Operational Analysis Expected Performance (EP) Person Analysis Actual Performance (AP) Organizational Analysis Objectives Environment

Sources of Investigating PG  Organisational Goals and objectives  Labour Inventory  Organisational Climate Indicators  Labour Management Data, Strikes, Lockouts etc  Grievances  Turnover  Absenteism  Attitude surveys  Analysis of Efficiency  Labour costs  Product Quality  Wastes  Changes in Systems and Processes  Management Enquiry or Interrogation (E-Z)

TNA  AOP – EOP = OPG (Farm E-Z, Decline in Sales)  Task Analysis – Expected Performance (Expected performance of Sales Executives)  Person Analysis – Actual Performance (Actual Performance of Sales Persons)  Output – Training Needs or Non Training Needs or Both  Training should be the last resort – not the first one

Better to Call it PGA rather than TNA(1) YES Is it worth fixing? Performance Discrepancy YES KSA Deficiency Reward/ Punishment Incongruence Inadequate Feedback Obstacles in the System Choose Appropriate Remedy YES Change Contingencies YES Provide Proper Feedback YES Remove Obstacles YES

Better to Call it PGA Rather than TNA(2) Job AidTrainingPracticeChange the Job Transfer or Terminate Performance discrepancy is worth fixing AND is due to a KSA deficiency Choose Appropriate Remedy Change Contingencies Provide Proper Feedback Remove Obstacles

Analysis Framework Operational Analysis Person Analysis Organisational Analysis

Organizational Analysis Person Analysis Task or Operational Analysis Legislations Lack of basic skills Poor Performance New Technology Customer Requests New Products Higher Performance Standards New Jobs What trainees need to learn? Who receives training? Type of training Frequency of Training Buy versus Build training Training versus other HR options such as Selection or Job Redesign How training should be evaluated? Reasons or ‘Pressure Points’ (Triggers) What is the context? Outcomes Who needs training?

Data on TNA  Business plans, objectives and new work standards, job descriptions and person specifications  Interviews with line managers or other key players  Questionnaire  MIS  Information on existing competence frameworks and analysis of levels of competence achieved  Appraisal and performance management data.

Organisational Analysis Fit between strategy and internal environment An organisational Analysis must be able to provide information and data on the following:  The mission and strategies of the organisation  The allocation of resources, given the objectives  Factors in internal environment causing the problem  The impact of above factors on developing, providing and transferring the KSAs to the job if training is the solution to PD

Organisational Analysis – What Aspects  Mission and Strategies  Resources (Capital, Infrastructure)  Human Resources  Organizational Environment (Internal)

Operational Analysis (Task Analysis)  The Operational Analysis determines exactly what is required of employees for them to be effective (Expected Performance)  Job analysis (worker oriented and task oriented)and Competency Mapping are the typical tools for obtaining the task and the KSA data that are required to meet expected job performance standards  Interviewing the employee and the supervisor about the process is the most frequently used tool

Why Competencies?  A cluster of KSAs  More general in nature (applicable to several jobs)  Longer term fit (jobs keep changing with changes in contingencies)  Most JAs do not take attitudes, motivations and feelings into account (meeting customer expectations)  Competencies can be linked to corporate goals (Competencies are derived cascading from the corporate goals)

Person Analysis  Will identify those incumbents who are not meeting the performance requirements  Person Analysis will identify the reasons why they are not meeting the requirements

Time Dimension ApproachDescription Reactive TNAWhen it is expected that a discrepancy might occur based on changes planned in the organisation Proactive TNATriggered by a current discrepancy

Training Needs: Routes, Methods, Means and Procedures Present/ReactiveLevelFuture/Proactive PERFORMANCEPROBEPERFORMANCEPROBE Organisational Survey Organisational Records OrganisationalCorporate Objectives Manpower planning Attitude Survey Functional Audit Organisational Review Telephone Group Discussion Behavioural Analysis Algorithms Job/OccupationalNew Technology New Products and Services New Legislation Training Needs Survey Functional Audit Succession Planning Critical Incidents Structured/unstructu red interviews Observation Participation IndividualPerformance Appraisal Career Planning Management Development Probation Review