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CHAPTER FOUR
The Needs Analysis
Process
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LEARNING OUTCOMES
Define needs analysis and describe the needs analysis process
Define and explain how to conduct an organizational, task, and person analysis
Define and describe the purpose of a cognitive task analysis and a team task analysis
Describe the process of determining if training is the best solution to performance problems
Describe the different methods and sources for conducting a needs analysis
Describe the obstacles to conducting a needs analysis and how to overcome them
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3. INSTRUCTIONAL SYSTEMS DESIGN MODEL
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NEEDS ANALYSIS
A process to identify gaps or deficiencies in employee and organizational performance
Goals:
Identify differences between what is and what is desired or required in terms of results
Compare the magnitude of gaps against the cost of reducing them or ignoring them
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5. NEEDS ANALYSIS PROCESS
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6. NEEDS ANALYSIS PROCESS
Four Steps
Step 1: A concern
Sometimes referred to as an itch or a pressure point, something that causes managers to notice it
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7. NEEDS ANALYSIS PROCESS
Step 2: Importance
Is it central to the effectiveness of the organization?
Step 3: Consult stakeholders
Involve stakeholders who have a vested interest in the process and outcomes of the needs analysis process
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8. NEEDS ANALYSIS PROCESS
Step 4: Data collection
Collection of information from three levels of analysis
Organization
Task
Person/Employee
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9. NEEDS ANALYSIS OUTCOMES
Clarifies nature of performance gaps
Determines if training and development is necessary
Identifies where (what/for who) training and development is necessary
Specify training objectives and design training programs
Develop measures for training evaluation
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10. ORGANIZATIONAL ANALYSIS
Study of the entire organization including its strategy, environment, resources, and context
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11. ORGANIZATIONAL ANALYSIS
Strategy
Consists of an organization’s mission, goals, and objectives such as a dedication to quality or innovation
Strategic training: Alignment of an organization’s training needs and programs with the organization’s strategy and objectives (SHRM)
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12. ORGANIZATIONAL ANALYSIS
Environment
Can profoundly affect what is offered and trainee’s receptiveness to training
New technologies, laws, competitors, recessions, and trade agreements
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13. ORGANIZATIONAL ANALYSIS
Resource analysis:
Identification of the resources available
Required to design and implement training and development programs
4. Context climate: Collective attitudes:
Employees toward work
Supervision
Company goals
Policies and procedures
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14. ORGANIZATIONAL ANALYSIS
Training transfer climate:
Characteristics that can either facilitate or inhibit the application of training on-the-job
Learning culture:
Members of an organization believe that knowledge and skill acquisition are part of their job responsibilities
Learning is an important part of work life in the organization
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TASK ANALYSIS
Process of obtaining information about a job by determining the duties, tasks, and activities involved and the knowledge, skills, and abilities required to perform the tasks
Job
Task
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TASK ANALYSIS
Six steps:
Identify the target jobs
Obtain a job description
Develop rating to rate the importance of each task and the frequency that it is performed
Survey a sample of job incumbents
Analyze and interpret the information
Provide feedback on the results
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TASK ANALYSIS
Job description:
Statement of tasks, duties, and responsibilities
Lists the specific duties carried out through the completion of several tasks
Rapid change has led to development of competencies in job descriptions
Competency:
Cluster of related knowledge, skills, and abilities that enables the job holder to perform effectively
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18. COGNITIVE TASK ANALYSIS
Set of procedures that focus on understanding the mental processes and requirements for performing a job
Differs from traditional task analysis in that it describes mental and cognitive activities that are not directly observable, such as decision making and pattern recognition
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TEAM TASK ANALYSIS
Analysis of tasks of the job, as well as the team-based competencies (knowledge, skills, and attitudes) associated with the tasks
Differs from traditional task analysis:
Interdependencies of the job, skills required for task coordination, and cognitive skills required for interacting in a team must be identified
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PERSON ANALYSIS
Process of studying employee behaviour to determine whether performance meets standards
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PERSON ANALYSIS
Three-step process:
Define the desired performance
Determine the gap between desired and actual performance
Identify the obstacles to effective performance
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22. BARRIERS TO EFFECTIVE PERFORMANCE
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23. DETERMINING SOLUTIONS TO PERFORMANCE PROBLEMS
Mager & Pipe’s Performance Analysis Flowchart for
Determining Solutions to Performance Problems
Identify root cause of performance problem and choose right solution
May or may not include training and development
See Figure 4.2 on p. 117
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24. IS TRAINING BEST SOLUTION?
It is just one solution for managing performance problems
Other solutions may be more effective
If training is identified as best solution:
Effectiveness can be compromised due to other factors
Costs and benefits must also be considered before final decision is made
A needs analysis will identify best course of action
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25. NEEDS ANALYSIS METHODS
Nine Methods (Steadham)
Observation
Questionnaires
Key consultation
Print media
Interviews
Group discussion
Tests
Records and reports
Work samples
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26. NEEDS ANALYSIS SOURCES
Employees and managers
Subject-matter experts
Professional shoppers
Computer-based analysis
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OBSTACLES
Not rewarded for taking the time (and money) to conduct
Feel that they can accurately identify training needs and that more analysis is a waste of time and money
Managers may even have their own agendas
Cost and time are often viewed as constraints
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SUMMARY
Introduced the needs analysis process: the first step in ISD model
Identified three levels of needs analysis (organization, task, and person)
Identified the process for determining solutions to performance problems
Highlighted data collection methods and sources of information for needs analysis
Discussed obstacles to conducting needs analysis
© 2013 by Nelson Education Ltd.