module 2 training need analysis
TRANSCRIPT
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Module 2
Training Need Analysis
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2
What is a training needs
analysis?A training needsanalysis is the
method ofdetermining if atraining needexists and if it
does, whattraining isrequired to ll the
gap.
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The !ap "on#ept
$erforman#e%&esults
Time
'xpe#ted "ur(e
A#tual"ur(e
Gap
)n training terms this means weneed to de(elop programs to ll
the !ap
1,000Cars
800
Cars
200Cars
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*
Training NeedsThe reasons for
not making the
1,000 cars: Not enough
resour#es
$oor ma#hines $oor sta+ sills
As training experts wemust analye the
situation to!etermine if:
'xpe#ted result too high
Target a#hie(a-le
)s training the only wayto mae it happen
Are there other fa#tors.
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The Training $ro#ess
Identify
the
Need
Identify
the
Need
Evaluatethe
Training
Evaluatethe
Training
Plan the
Training
Plan the
Training
Deliver the
Training
Deliver the
Training
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Types of Needs /emo#rati# Needs
/iagnosti# Needs "omplian#e Needs
Analyti#al Needs
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Needs Assessment rgani3ational Analysis
Tas%perational Analysis
$erson Analysis
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rgani3ational Analysis rgani3ational goals and strategy
rgani3ational resour#es 5nan#ial,fa#ilities, resour#es6
rgani3ational #ulture%#limate
'n(ironmental #onstraints
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Tas%perational Analysis (erall 9o- des#ription
Tas identi#ation
What it taes to do the 9o-%:;As
Areas that #an -enet fromtraining
$rioriti3ing training needs
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$erson Analysis $erforman#e de#ien#y
)s performan#e su-standard?
Are #urrent employees #apa-le of training? "an performan#e -e impro(ed through training
)ssue of whether to train, repla#e, moti(ate
Target population < (alues, edu#ation, priornowledge, moti(ation
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#o!el of "rocess $hen "erformance
%iscrepancy &s &!enti'e! ( "art 1 of 2
*E+
I! it ,orth fixing-
Performance i!crepancy
*E+
.+A
eficiency
Re,ard%Puni!hmentIncongruence
Inade/uate0eed'ac&
O'!tacle! inthe +y!tem
#hoo!e
Appropriate
Remedy
*E+
#hange
#ontingencie!
*E+
Proide
Proper
0eed'ac&
*E+
Remoe
O'!tacle
!
*E+
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#o!el of "rocess $hen "erformance%iscrepancy &s &!enti'e! (
"art 2 of 2
1o' Aid
Training
Practice
#hange the 1o'
Tran!fer or Terminate
Performance di!crepancy i! ,orth fixing
A$ i! due to a .+A deficiency
#hoo!e Appropriate
Remedy
#hange#ontingencie!
ProideProper
0eed'ac&
RemoeO'!tacle!
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7*
%ata )ources for *rganiational
Analysis ( "art 1 of +
Organizational Goal!2
O'ectie! and 3udget
4here training empha!i!
can and !hould 'eplaced5
To maintain a /uality
!tandard of no more than 6reect per thou!and
Goal i! to 'ecome I+Ocertified and 782888 dollar!ha! 'een allocated to thi!effort
Data SourceRecommended
Training NeedImplications
Example
9a'or Inentory 4here training i! neededto fill gap! cau!ed 'yretirement2 turnoer2age2 etc5
Thirty percent of our truc&drier! ,ill retire oer thenext four year!
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7
%ata )ources for *rganiational
Analysis ( "art 2 of +
Organizational #limate
Indice!
The!e may help focu! on
pro'lem! that haetraining component!
Data SourceRecommended
Training NeedImplications
Example
Grieance! Item! related toproductiity are u!eful indeterminingperformance
deficiencie!
+eenty percent of
grieance! arerelated to 'ehaior! of :
!uperi!or!
A'!enteei!m ;igh a'!ence! in clerical!taff
Accident! Accident rate for line ,or&er!increa!ing
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7=
%ata )ources for *rganiational
Analysis ( "art + of +
Analy!i! of Efficiency
Indice!
#o!t of la'or
#an help document
difference 'et,een actualperformance and de!iredperformance
9a'or co!t! hae increa!ed percent in the la!t year
Data SourceRecommended
Training NeedImplications
Example
#hange! in +y!tem or+u'!y!tem
$e, or changed e/uipmentmay pre!ent trainingpro'lem
The line ha! 'een !hut do,na'out once per day !ince thene, machinery ,a! in!talled5
4a!te ha! dou'led !inceu!ing the ne, cutting tool
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70
$hat %o ou Ask an! *f $ho (
"art 1 of +What to Ask Aout Who to Ask
!ission "oals and O#ectives
4hat are the goal! and o'ectie! of
the organization;o, much money ha! 'een allocated
to any ne, initiatie!
I! there general under!tanding of
the!e o'ectie!
Top management
Releant departmentmanager!2 !uperi!or!
and incum'ent!
Social In$luences
4hat i! the general feeling in the
organization regarding meeting
goal! and o'ectie!
4hat i! the !ocial pre!!ure in your
department regarding the!e goal!
and o'ectie! productiity
Top management
Releant department
manager!2 !uperi!or!
and incum'ent!
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$hat %o ou Ask an! *f $ho (
"art + of +What to Ask Aout Who to Ask
%o Per$ormance
;o, do employee! &no, ,hat leel
of performance i! accepta'le-;o, do they find out if their leel of
performance i! accepta'le-
I! there a formal feed'ac& proce!!-
Are there opportunitie! for help if
re/uired-
!ethods and Practices
4hat are the policie!% procedure!%rule!
in the organization5
4hich if any inhi'it performance
Releant department manager!
!uperi!or! and incum'ent!
Releant !uperi!or! and
incum'ent!
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%ata )ources -or
Task.*perational Analysis ( "art1 of +
65 1o' e!cription! Outline! the o'=! typicaldutie! and re!pon!i'ilitie!'ut i! them not meant to'e all inclu!ie
Often inaccurate due to timecon!traint! or o' &no,ledge5
Sources $or Otaining%o Data
Training Need Implications Practical (oncerns
>5 1o' +pecification! 9i!t !pecified ta!&! re/uiredfor each o'5
?ay 'e product of the o'de!cription and !uffer from the!ame pro'lem!
@5 Performance+tandard!
O'ectie! of the ta!&! of o'2 and !tandard! 'y,hich they are udged5
ery u!eful if aaila'le2 andaccurate2 'ut oftenorganization! do not haeformal performance !tandard!
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27
%ata )ources -or *perational
Analysis ( "art 2 of +
B5 Perform the 1o' ?o!t effectie ,ay ofdetermining !pecific ta!&!2'ut ha! !eriou! limitation!in higher leel o'!
Ea!y2 !hort cycle type o'! are apo!!i'ility5
Sources $or Otaining%o Data
Training Need Implications Practical (oncerns
C5 O'!ere 1o'D4or&
+ampling
?o!t effectie ,ay of
determining !pecific ta!&!2'ut ha! !eriou! limitation!in higher leel o'!
!eful again for ery !hort cycle
o'!5 3e a,are of the impact of'eing o'!ered can influence'ehaior
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22
%ata )ources -or *perational
Analysis ( "art + of +
:5 Fue!tion! directed tothe o' holder andthe !uperi!or5
?o!t often u!ed method the o'holder and hi! !uperi!orhae different per!pectie!and information
Sources $or Otaining%o Data
Training Need Implications Practical (oncerns
5 Reie, 9iterature
concerning o' inprofe!!ional ournal!practitioner ournal!other indu!trie!
!eful for determining
!pecific i!!ue! related tothe o' and ,hat i! 'eingdone 'y other! and ,hatthe re!ult! are
$eed to 'e !ure information i!
releant to your organization
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2
/xample of $orker *riente!
Approach: &nformation &nputNote on Rating )Importance to This %o*+
Rate each of the item! in the /ue!tionnaire u!ing the
HImportance to Thi! 1o' (6)H !cale5 Each item i! to 'e
rated on ho, important the actiity de!cri'ed i! to thecompletion of the o'5 #on!ider !uch factor! a!
amount of time !pent2 the po!!i'le influence on oerall
o' performance if the ,or&er doe! not properly
perform thi! actiity2 etc5
Code Importance to
This Job (1)
N Does not apply
1 Very minor
2 Low
3 !era"e
# $i"h
% &'treme
65 0ar i!ual differentiation (!eeing difference! in the detail! of the
o'ect!2 eent! or feature! beyond arm's reach for example2 operating a
ehicle2 land!caping2 !port! officiating2 etc5)
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2*
$orker *riente! Approach:
&nformation &nput ( "art 2 of 2
@5 #olor perception (differentiating or identifying
o'ect!2 material!2 or detail! thereof on the 'a!i! of
color)5
B5 +ound pattern recognition (recognizing different pattern!2 or
!e/uence! of !ound! for example2 tho!e inoled in ?or!e code2
heart'eat!2 engine! not functioning correctly2 etc5)
Code Importance to
This Job (1)
N Does not apply
1 Very minor
2 Low3 !era"e
# $i"h
% &'treme
>5 epth perception (udging the di!tance from
the o'!erer to o'ect!2 or the di!tance! 'et,een
o'ect! a! they are po!itioned in !pace2 a! in operating
a crane2 operating a denti!tJ! drill2 handling andpo!itioning o'ect!2 etc5)5
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2
Applying the o%utyTask #etho! of o Analysis to the o of 34%
"rofessional
>5 9i!t !u'ta!&! 65 O'!ere 'ehaior9i!t all remaining act!
#la!!ify 'ehaior
>5 +elect er' +tate correctly
;ae grammatical !&ill
@5 Record 'ehaior Record !o it i! neat and
under!tood 'y other!
65 9i!t Ta!&! 65 O'!ere 'ehaior9i!t four characteri!tic! of 'ehaior
#la!!ify 'ehaior
>5 +elect er' ;ae &no,ledge of action er'!
;ae grammatical !&ill!
@5 Record 'ehaior +tate !o under!tood 'y other!
Record neatly
Tasks Sutasks ,no&ledge and
Skills Re-uired
1o' TitleK +pecific dutyK ;R Profe!!ional Ta!& Analy!i!
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2=
A Comparison of the *utcomesfor $orker an! Task*riente!Approaches to o Analysis
%o Task.Oriented Worker.Oriented
Approach Approach
//////////////////////////////////////////////////////////////
Garage attendant #hec&! tire Pre!!ure O'tain! informationfrom i!ual di!play!
?achini!t #hec&! thic&ne!! of !e of a mea!uring
cran&!haft deice
enti!t rill! out decay from !e of preci!ionteeth in!trument!
0or&lift rier 9oad! pallet! of ;igh leel of eyeLhand
,a!her! onto truc&! coordination
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%ata )ources for "erson
Analysis ( "art 1 of 5
Performance ata or Apprai!al!
Ea!y to analyze and/uantify for purpo!e!of determining !u'ect!and &ind of trainingneeded5
+uperi!or rating! areoften done poorly a! therei! no real incentie to dothem ,ell2 and a lot ofgood rea!on! not to
Data Sources $orOtaining Data
Training NeedImplication
Remarks
O'!eration M 4or&+ampling
?ore !u'ectietechni/ue5
one effectiely in !ome!ituation! li&e cu!tomer!erice ,here you canmonitor 'ehaior
Interie,! Only indiidual &no,!,hat he 'eliee! he(!he) need! to learn5
3e !ure employee 'eliee!it i! in hi! 'e!t intere!t to'e hone!t
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%ata )ources for "erson
Analysis ( "art 2 of 5
Te!t!
a5 1o' &no,ledge
'5 +&ill!
c5 Achieement
#an 'e tailorLmade or!tandardized5 #aremu!t 'e ta&en !o thatthey mea!ure o'related /ualitie!5
#are in the deelopmentof !coring &ey! i!important and difficult todo if not trained in theproce!!
Data Sources $orOtaining Data
Training NeedImplication
Remarks
Attitude +urey! On an indiidual 'a!i!2u!eful in determiningmorale2 motiation2 or!ati!faction of eachemployee5
Important to u!e ,elldeeloped !cale!
Fue!tionnaire! +ame approach a!
the interie,5
+ame concern! a! the
interie,
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%ata )ources for "erson
Analysis ( "art + of 5
Rating +cale! #are mu!t 'e ta&en toen!ure o'ectieemployee rating!5
Rely on !uperi!orrating!2 !ee NPerformancedata or Apprai!al!
Data Sources $orOtaining Data
Training NeedImplication
Remarks
#ritical Incident! O'!ere action! criticalto !ucce!!ful andun!ucce!!fulperformance5
Rely on !uperi!orrating!2 !ee NPerformancedata or Apprai!al!
#hec&li!t! or
Training Progre!!chart!
pLtoLdate li!ting of each
employee=! !&ill!5
Rely on !uperi!or
rating!2 !ee NPerformancedata or Apprai!al!
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8
%ata )ources for "erson
Analysis ( "art 6 of 5
A!!e!!ment #enter! #om'ination of !eeral ofthe a'oe techni/ue!5
Although expen!ie todeelop and operate2the!e are ery good
Data Sources $orOtaining Data
Training NeedImplication
Remarks
ei!ed +ituation! #ertain &no,ledge2!&ill!2 and of attitude!are demon!trated inthe!e techni/ue!5
!eful2 'ut again2 carein deelopment of!coring criteria i!important
iarie! The indiidualemployee record!detail! of hi! (her) o'5
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7
%ata )ources for "erson
Analysis ( "art 5 of 5Data Sources $orOtaining Data
Training NeedImplication
Remarks
?3O or 4or&Planning
Proide! actual performancedata on a recurring 'a!i!related to organizationaland group or indiiduallynegotiated !tandard!5
Good proce!! ,henimplemented properly2and Reie, +y!tem! arethe !upport of topmanagement
#oaching +imilar to interie, M
oneLtoLone5
?u!t choo!e coache!
carefully and train to 'emo!t effectie
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;ix "omponent analysis of
Needs "ontext Analysis
$arti#ipants Analysis
Wor Analysis
"ontent Analysis
;uita-ility Analysis "ost >enet Analysis
2
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*
ikelihoo! of %e'ciency 9eing a
Training &ssueDistinctiveness
9o, ;igh
n!ure
n!ure;igh
9o,
Consensu
s
;igh
9o,
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A Comparison 4eliaility an!
ali!ity
Not reliable
or valid
Reliable but
not valid
Reliable and
valid
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%iagram &llustrating theCriterion ;Constructs< of%e'ciency, 4ele7ance, an!Contamination
Criterion
deficiency
Criterionrelevance
Criterioncontamination
Ultimatecriterion
Actualcriterion