HRD CHAP 4 : ASSESSING HRD NEEDS

Need assessment : is a process by which an organizations HRD needs are indentified and articulated. Need assessment can identify : An organization 'goals and its effectiveness in reaching these goals. Discrepancies or gaps between employees skills required for effective current job performance Gaps between current skills and the skills needed to perform the job successfully in the future.

Diagnostic needs focus on the factors that leads to effective performance and prevent performance problems, rather than emphasizing existing problems. Analytic needs identify new, better ways to perform tasks. Compliance needs - are those needs that are mandated by law. E.g. safety needs

Strategic / organizational where is training needed and in what conditions will the training ne conducted? Task what must be done to perform the job effectively? Person who should be trained? What kind of training do they need?

Organizational analysis should identify : Organizational goals areas where the organization is meeting its goals probably dont require training or areas where organization is not meeting its goals require training. Organizational resources fund for training , human resource , material , expertise, etc Organizational climate e.g. trust Environmental constraints legal , social , political , economic.

It reveals where HRD is needed and the organizational and environmental conditions that may affect the HRD efforts. It helps to link the HRD programs to the organizations strategy and mission. It generates support for the HRD efforts and increase the motivation of those being trained.

Organizational goals and objective deviation from objectives and performance problems. HR inventory where HRD is needed to fill gaps caused by retirement, turnover , age , etc skill inventory skill gaps Organizational climate index quality of work life indicators at the organization level may help focus on problems that need training , e.g. grievances, turnover, absenteeism, low productivity Analysis of efficiency indexes cost accounting concepts may represent ratio between actual performance and desired performance , e.g. waste , downtime, late deliveries, etc.

Conti Changes in systems or subsystems new or changes equipment. Management request Exit interview problem area can be identified MBO or work planning and review systems Provides performance review , potential review and long term business objective.

Task analysis is a systematic collection of data about a specific job or group of jobs to determine what an employee should be taught to achieve optimal performance. Task analysis include the appropriate standards of performance , how tasks should be performed to meet these standards , and knowledge, skills, abilities and other characteristics that employee needs to possess in order to meet the standards.

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Develop an overall job description Identify the task

Describe what should ne done in the task. Describe what is actually done in the task.

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Describe KSAOs needed to perform the job. Identify areas that can benefit from training Prioritize areas that can benefit from training.

Job Description is a narrative statement of the major activities involved in performing the job and the conditions under which these activities are performed. Job analysis is a systematic study of a job to identify its major components. Job specification- includes KSAOs required to do the job.

Task identification focuses on the behaviors performed within the job. Task identification includes : The major tasks within the job. How each task should be performed The variability of performance.

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FIVE METHODS FOR TASK IDENTIFICATION INCLUDE : Stimulus response - feedback Time sampling involves having a trained observer watch and note the nature and frequency of an employees activities. By observing at random intervals over a period of time , a clearer picture of the job is understood and recorded. Critical incident technique involves having individuals who are familiar with the job records incidents of particularly effective and ineffective behavior that they have seen on the job over a period of time. Job inventories a questionnaire is developed by asking people familiar with the job to identify all of its tasks. Job duty task method the job is divided in subparts , providing a comprehensive list that identifies the job title , each of its duty, and KSAOs required to perform each subtask.

Knowledge An understanding of a body of information, usually of a factual or procedural nature, that makes for successful performance of a task. Skills an individuals level of proficiency or competency in performing a specific task. Level of competency is usually expressed in numerical terms. Ability a more general , enduring trait or capability an individual possesses when he or she first begins to perform a task, e.g. the power to perform a physical or mental function. Other characteristics includes personality, interest, and attitudes.

In this step , the focus is on determining which tasks and capabilities should ne included in HRD program. Both rating of tasks as well as rating of KSAO should be examined. Task rating should be studied concerning their importance, time spent, and the ease of acquisition. KSAO rating should be studied concerning their importance, the difficulty in learning and opportunity to acquire them on the job. The tasks and KSAO receiving the highest ratings should be considered the primary candidates for inclusion in HRD program.

Tasks and KSAO should be prioritized to determine which one should be addressed first .

Job description s Job specification Performance standards Perform the job Observe job work sampling Review literature concerning the job Ask questions about the job Training committees Analysis of operating problems- downtime reports, waste, repairs etc

Person analysis is directed at determining the training needs of the individual employee. Components of person analysis : Summary person analysis- it is an overall evaluation of an individual employees performance , a classification of an individual as a successful versus unsuccessful performer. Diagnostic person analysis- determine why results of individual employees behavior occur , determine how individuals KSAOs and environmental factors combine to yield the summary person analysis.

Appraise individual employee performance

Identify discrepancies

Determine source of discrepancies

Select intervention

Compare individuals behavior and traits to other behavior and traits

Integrate information from organization , job and person analyses

Internal factor

External factor

Motivational deficiency

Knowledge, skills , or ability deficiency

Inadequate equipment, adverse conditions.

Performance appraisals Observation work sampling Interviews Questionnaires Test Attitude surveys Checklist Rating scale Diaries Assessment centers , etc..