1. HRD3e CH4 Contributed by Wells Doty
HRD Needs Assessment
Chapter 4
2/23/2019
HRD3e CH4 Contributed by Wells Doty

2. Why Do Needs Assessment?
Question:
Why is needs assessment information critical to the development and delivery of an effective HRD program?
2/23/2019
HRD3e CH4 Contributed by Wells Doty

3. HRD3e CH4 Contributed by Wells Doty
Needs Assessment
Figuring out what is really needed.
Not always an easy task.
Needs lots of input.
Takes a lot of work.
“Do it now or do lots more later.”
First step in both the ISD and HRD Process Models.
2/23/2019
HRD3e CH4 Contributed by Wells Doty

4. Instructional System Design (ISD) Model
Analyze
Design
Develop
Produce Pilot
Evaluate
Deliver
Improve
2/23/2019
HRD3e CH4 Contributed by Wells Doty

5. Comparing the HRD Process Model to the ISD Model
Assess
Design
Implement
Evaluate
ISD Model
Analyze need
Design training
Develop
Produce pilot
Evaluate pilot
Deliver training
Improve
2/23/2019
HRD3e CH4 Contributed by Wells Doty

6. HRD3e CH4 Contributed by Wells Doty
What is a “Need?”
A discrepancy between expectations and performance.
Not only “performance” needs involved.
2/23/2019
HRD3e CH4 Contributed by Wells Doty

7. HRD3e CH4 Contributed by Wells Doty
Various Types of Needs
Performance
Democratic
Need for employee involvement in selection of options.
Analytic
Identify new or better ways to do things.
Compliance
Mandated by law or regulation.
2/23/2019
HRD3e CH4 Contributed by Wells Doty

8. Traps in Needs Assessment - 1
Focusing only on individual performance deficiencies.
Doesn’t fix group of systemic problems.
Starting with a “Training Needs Assessment”
If you know training is needed, why waste everyone’s time?
2/23/2019
HRD3e CH4 Contributed by Wells Doty

9. Traps in Needs Assessment - 2
Using Questionnaires
Hard to control input, often high developmental costs, hard to write properly.
Using soft data (opinions) only
Need performance and consequence data.
Using hard data only
Easily measured data is provided, but critical, hard-to-measure data is missing.
2/23/2019
HRD3e CH4 Contributed by Wells Doty

10. HRD3e CH4 Contributed by Wells Doty
Levels of Assessment
Organization
Where is training needed and under what conditions?
Task
What must be done to perform the job effectively?
Person
Who should be trained and how?
2/23/2019
HRD3e CH4 Contributed by Wells Doty

11. Strategic/Organizational Analysis
A broad, “systems” view is needed.
Need to identify:
Organizational goals
Organizational resources
Organizational climate
Environmental constraints
2/23/2019
HRD3e CH4 Contributed by Wells Doty

12. Why Strategic Assessment is Needed
Ties HRD programs to corporate or organizational goals.
Strengthens the link between profit and HRD actions.
Strengthens corporate support for HRD.
Makes HRD more of a revenue generator.
Not a profit waster.
2/23/2019
HRD3e CH4 Contributed by Wells Doty

13. Sources of Strategic Information
Mission statement
HRM inventory
Skills inventory
Quality of Life indicators
Efficiency indexes
System changes
Exit interviews
2/23/2019
HRD3e CH4 Contributed by Wells Doty

14. HRD3e CH4 Contributed by Wells Doty
Task Analysis
The collection of data about a specific job or group of jobs.
What employee needs to know to perform a job or jobs.
2/23/2019
HRD3e CH4 Contributed by Wells Doty

15. How to Collect Information For a Task Analysis
Job descriptions
Task analysis
Performance standards
Perform job
Observe job
Ask questions
Analysis of problems
2/23/2019
HRD3e CH4 Contributed by Wells Doty

16. A Sample Task Analysis Process
Develop job description
Identify job tasks
What should be done
What is actually done
Describe KSAOs needed
Identify potential training areas
Prioritize potential training areas
2/23/2019
HRD3e CH4 Contributed by Wells Doty

17. A Task Analysis Application
Question:
You have been asked to perform a task analysis for the job of dispatcher in a city police department. Which method(s) of task analysis do you think are most appropriate for analyzing this job?
2/23/2019
HRD3e CH4 Contributed by Wells Doty

18. HRD3e CH4 Contributed by Wells Doty
Person Analysis
Determines training needs for specific individuals.
Based on many sources of data.
Summary Analysis
Determine overall success of the individual.
Diagnostic Analysis
Discover reasons for performance.
2/23/2019
HRD3e CH4 Contributed by Wells Doty

19. Performance Appraisal
Relied on heavily in person analysis.
Hard to do.
Vital to company and individual.
Should be VERY confidential.
Based too often on personal opinion.
2/23/2019
HRD3e CH4 Contributed by Wells Doty

20. Performance Appraisal Process
Determine basis for appraisal.
Job description, MBO Objectives, job standards, etc.
Conduct the appraisal.
Determine discrepancies between the standard and performance.
Identify source(s) of discrepancies.
Select ways to resolve discrepancies.
2/23/2019
HRD3e CH4 Contributed by Wells Doty

21. Prioritizing HRD Needs
There are never enough resources available.
Must prioritize efforts.
Need full organizational involvement in this process.
Involve an HRD Advisory Committee.
2/23/2019
HRD3e CH4 Contributed by Wells Doty

22. HRD3e CH4 Contributed by Wells Doty
Warning!!
HRD cannot become a slow-acting bureaucracy!!
“The Attack on ISD” article
HRD must respond to corporate needs.
HRD should be focused on “performance improvement,” and not just “training.”
2/23/2019
HRD3e CH4 Contributed by Wells Doty

23. HRD3e CH4 Contributed by Wells Doty
Summary
Why is needs assessment so often not performed in many organizations?
Why should organizations care about needs assessment?
2/23/2019
HRD3e CH4 Contributed by Wells Doty