1. Effective Training: Strategies, Systems and Practices, 2nd Edition
Chapter Four
Needs Analysis

2. Session Overview Describe the purpose of a needs analysis
Explain the difference between proactive and reactive needs analysis
Describe the framework for conducting a needs analysis
Chapter 4

3. Training Needs Analysis
Training Needs Analysis (TNA):
“A systematic method for determining what caused performance to be less than expected or required” p.115
Chapter 4

4. Analysis Phase Input Process Output Resources Operational Analysis
Expected
Performance
(EP)
Person Analysis
Actual
(AP)
Organizational
Objectives
Environment
Identify Performance Discrepancy (PD)
PD = EP < AP
And Causes of PD
Non
Training
Needs
TRIGGER
Actual Organizational
Performance
(AOP) < Expected
Organizational
Performance (EOP)
Chapter 4

5. Training Needs Analysis
Training needs analysis (TNA):
is conducted when a triggering event occurs
determines the benchmark for evaluation of training.
provides an essential component in the implementation of the strategic plan
Chapter 4

6. Approaches to TNA Two Approaches to Analysis:
Proactive TNA – focuses on anticipated performance problem
Reactive TNA – focuses on a perceived performance problem (discrepancy)
Chapter 4

7. Model of Process When Performance Discrepancy Is Identified – (1 of 2)
YES
YES
Is it worth fixing?
KSA
Deficiency
Reward/ Punishment Incongruence
Inadequate
Feedback
Obstacles in
the System
Choose Appropriate Remedy
YES
Change
Contingencies
Provide Proper Feedback
Remove
Obstacles
Chapter 4

8. Model of Process When Performance Discrepancy Is Identified – (2 of 2)
Performance discrepancy is worth fixing AND is due to a KSA deficiency
Choose
Appropriate
Remedy
Change
Contingencies
Provide
Proper
Feedback
Remove
Obstacles
Job Aid
Training
Practice
Change the Job
Transfer or Terminate
Chapter 4

9. Data Sources for Locating Performance Discrepancies (1 of 3)
Data Source Recommended
Training Need Implications
Example
Organizational Goals,  
Objectives and Budget
Where training emphasis can and should be placed.
To maintain a quality standard of no more than 1 reject per thousand  
Goal is to become ISO certified and 90,000 dollars has been allocated to  this effort 
Labor Inventory
Where training is needed to fill gaps caused by retirement, turnover, age, etc.
Thirty percent of our truck drivers will retire over the next four years
Chapter 4

10. Data Sources for Locating Performance Discrepancies (2 of 3)
Data Source Recommended
Training Need Implications
Example
Organizational Climate Indices
These may help focus on problems that have training components
Grievances
Items related to productivity are useful in determining performance deficiencies
Seventy percent of grievances are related to behaviors of 6 supervisors
Absenteeism
High absences in clerical staff
Accidents
Accident rate for line workers increasing
Chapter 4

11. Data Sources for Locating Performance Discrepancies (3 of 3)
Data Source Recommended
Training Need Implications
Example
Analysis of Efficiency Indices
Cost of labor
Can help document difference between actual performance and desired performance
Labor costs have increased percent in the last year
Changes in System or Subsystem
New or changed equipment may present training problem
The line has been shut down about once per day since the new machinery was installed.
Waste has doubled since using the new cutting tool
Chapter 4

12. Framework for Conducting a TNA
Organizational Analysis
Examining the internal environment of the organization and determining its fit with organizational goals and objectives
Job Analysis (Task Analysis)
Examine jobs to determine the required KSAs necessary to get the job done
Person Analysis
Examine employees to see whether they possess the required KSAs necessary to do the job.
Chapter 4

13. Organizational Analysis
An organizational analysis should collect
data about:
The mission and strategies of an organization
The resources and allocation of the resources, given the objectives
The factors in the internal environment that may be causing the problem
Chapter 4

14. Organizational Analysis: What Do You Ask and Of Who (1 of 3)
What to Ask About Who to Ask
Mission Goals and Objectives
What are the goals and objectives of the organization
How much money has been allocated to any new initiatives
Is there general understanding of these objectives
Top management
Relevant department managers, supervisors and incumbents
Social Influences
What is the general feeling in the organization regarding meeting goals and objectives
What is the social pressure in your department regarding these goals and objectives productivity
Top management
Relevant department managers, supervisors and incumbents
Chapter 4

15. Organizational Analysis: What Do You Ask and Of Who (2 of 3)
What to Ask About Who to Ask
Reward Systems
What are the rewards and how are they distributed?
Are there incentives, are they tied to the goals and objectives?
What specifically do high performers get as rewards?
Top management
Relevant department managers, supervisors and incumbents
Job Design
How are the jobs organized?
Where does their work/material/ information come from, where does it go when done?
Does the design of the job inhibit workers from being high performers?
Relevant supervisors and incumbents, perhaps relevant department managers
Chapter 4

16. Organizational Analysis: What Do You Ask and Of Who (3 of 3)
What to Ask About Who to Ask
Job Performance
How do employees know what level of performance is acceptable?
How do they find out if their level of performance is acceptable?
Is there a formal feedback process?
Are there opportunities for help if required?
Relevant supervisors and incumbents
Methods and Practices
What are the policies/ procedures/rules in the organization.
Which if any inhibit performance
Relevant department managers supervisors and incumbents
Chapter 4

17. An operational analysis should collect data to:
Job Analysis
An operational analysis should collect
data to:
Determine what KSAs are required by employees in order to meet the expected performance
Determine the characteristics of the task environment (workflow, equipment, ergonomic concerns, etc…)
Chapter 4

18. Two approaches to Job Analysis: Worker-Oriented Approach
Focuses on the KSAs that are required on the job
Task-Oriented Approach
Focuses on the work activities (tasks) required to perform the job
Chapter 4

19. Job Analysis: A Comparison of the Worker- and Task-Oriented Approaches
Job Task-Oriented Worker-Oriented Approach Approach
______________________________________________________________
Garage attendant Checks tire Pressure Obtains information from visual displays
Machinist Checks thickness of Use of a measuring crankshaft device
Dentist Drills out decay from Use of precision teeth instruments
Forklift Driver Loads pallets of High level of eye-hand washers onto trucks coordination
Chapter 4

20. Job Analysis: Data Sources (1 of 3)
Sources for Obtaining Job Data
Training Need Implications
Practical Concerns
1. Job Descriptions
Outlines the job’s typical duties and responsibilities but is them not meant to be all inclusive
Often inaccurate due to time constraints or job knowledge.
 2. Job Specifications
List specified tasks required for each job.
May be product of the job description and suffer from the same problems
  3. Performance Standards
Objectives of the tasks of job, and standards by which they are judged.
Very useful if available, and accurate, but often organizations do not have formal performance standards
Chapter 4

21. Job Analysis: Data Sources (2 of 3)
Sources for Obtaining Job Data
Training Need Implications
Practical Concerns
4. Perform the Job
Most effective way of determining specific tasks, but has serious limitations in higher level jobs
Easy, short cycle type jobs are a possibility.
5. Observe Job—Work Sampling
Most effective way of determining specific tasks, but has serious limitations in higher level jobs
Useful again for very short cycle jobs. Be aware of the impact of being observed can influence behavior
Chapter 4

22. Job Analysis: Data Sources (3 of 3)
Sources for Obtaining Job Data
Training Need Implications
Practical Concerns
6. Questions directed to the job holder and the supervisor.
Most often used method the job holder and his supervisor have different perspectives and information
7. Review Literature concerning job in professional journals practitioner journals other industries
Useful for determining specific issues related to the job and what is being done by others and what the results are
Need to be sure information is relevant to your organization
Chapter 4

23. Expected Performance – Actual Performance = Performance Discrepancy
Personal Analysis
Person Analysis
Examine employees to see whether they possess the required KSAs necessary to do the job.
Expected Performance – Actual Performance = Performance Discrepancy
Chapter 4

24. Person Analysis: Data Sources (1 of 5)
Data Sources for Obtaining Data
Training Need Implication
Remarks
Performance Data or Appraisals
Easy to analyze and quantify for purposes of determining subjects and kind of training needed.
Supervisor ratings are often done poorly as there is no real incentive to do them well, and a lot of good reasons not to
Observation – Work Sampling
More subjective technique.
Done effectively in some situations like customer service where you can monitor behavior
Interviews
Only individual knows what he believes he (she) needs to learn.
Be sure employee believes it is in his best interest to be honest
Chapter 4

25. Person Analysis: Data Sources (2 of 5)
Data Sources for Obtaining Data
Training Need Implication
Remarks
Questionnaires
Same approach as the interview.
Same concerns as the interview
Tests
a. Job knowledge
b. Skills
c. Achievement
Can be tailor-made or standardized. Care must be taken so that they measure job related qualities.
Care in the development of scoring keys is important and difficult to do if not trained in the process
Attitude Surveys
On an individual basis, useful in determining morale, motivation, or satisfaction of each employee.
Important to use well developed scales
Chapter 4

26. Person Analysis: Data Sources (3 of 5)
Data Sources for Obtaining Data
Training Need Implication
Remarks
Checklists or
Training Progress charts
Up-to-date listing of each employee’s skills.
Rely on supervisor ratings, see “Performance data or Appraisals”
Rating Scales
Care must be taken to ensure objective employee ratings.
Rely on supervisor ratings, see “Performance data or Appraisals”
Critical Incidents
Observe actions critical to successful and unsuccessful performance.
Rely on supervisor ratings, see “Performance data or Appraisals”
Chapter 4

27. Person Analysis: Data Sources (4 of 5)
Data Sources for Obtaining Data
Training Need Implication
Remarks
Diaries
The individual employee records details of his (her) job.
Devised Situations
Certain knowledge, skills, and of attitudes are demonstrated in these techniques.
Useful, but again, care in development of scoring criteria is important
Assessment Centers
Combination of several of the above techniques.
Although expensive to develop and operate, these are very good
Chapter 4

28. Person Analysis: Data Sources (5 of 5)
Data Sources for Obtaining Data
Training Need Implication
Remarks
Coaching
Similar to interview –
one-to-one.
Must choose coaches carefully and train to be most effective
MBO or Work Planning
Provides actual performance data on a recurring basis related to organizational and group or individually negotiated standards.
Good process when implemented properly, and Review Systems are the support of top management
Chapter 4