Transcript HRD Needs Assessment
Assessing HRD
Chapter 4 Werner & DeSimone (2006) 1
Learning Objectives
Discuss the purpose and advantages of conducting a needs assessment State the purpose of conducting a strategic/organization analysis, and describe four issues it is intended to address.
State the purpose of conducting a strategic/organization analysis, and describe four issues it is intended to address.
Discuss the five steps that can be used to conduct a task analysis.
Explain the importance of identifying individual performance deficiencies and development needs in planning and developing training and HRD programs.
Describe and explain the person analysis.
Explain the importance of prioritizing training and HRD needs.
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Needs Assessment
It is a process by which an organization’s HRD needs are identified and articulated.
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Needs Assessment can identify:
Organization’s goals and its effectiveness in reaching these goals Gaps between employees’ skills and the skills required for effective current job performance Gaps between current skills and skills needed to perform the job successfully in the future The conditions under which the HRD activity will occur Werner & DeSimone (2006) 4
The HRD Process: A DImE
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What is a “Need?”
A discrepancy between expectations and performance Not only “performance” needs involved Werner & DeSimone (2006) 6
Various Types of Needs
Performance Diagnostic Factors that can prevent problems from occurring (see p. 130) Analytic Identify new or better ways to do things Compliance Mandated by law or regulation Werner & DeSimone (2006) 7
Traps in Needs Assessment
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?
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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 Werner & DeSimone (2006) 9
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?
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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 Werner & DeSimone (2006) 11
Sources of Strategic Information
Mission statement HRM inventory Skills inventory Quality of Working Life indicators Efficiency indexes System changes Exit interviews Werner & DeSimone (2006) 12
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 Werner & DeSimone (2006) 13
How to Collect Information For a Task Analysis
Job descriptions Task analysis Performance standards Perform job Observe job Ask questions Analysis of problems Werner & DeSimone (2006) 14
Steps in conducting a task analysis
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 Werner & DeSimone (2006) 15
Task Analysis for HRD Position
Job title: HRD Professional Tasks
1. List tasks 2. List subtasks 3. List knowledge
Subtasks
1. Observe behavior 2. Select verb 3. Record behavior 1. Observe behavior 2. Select verb 3. Record behavior 1. State what must be known 2. Determine complexity of skill
Specific duty: Task Analysis Knowledge and Skills Required
List four characteristics of behavior Classify behavior Knowledge of action verbs Grammatical skills State so understood by others Record neatly List all remaining acts Classify behavior State correctly Grammatical skills Neat and understood by others Classify all information Determine if a skill represents a series of acts that must be learned in a sequence SOURCE: From G. E. Mills, R. W. Pace, & B. D. Peterson (1988). MA: Addison-Wesley. Reprinted by permission .
Analysis in human resource training and organizational development (p. 57). Reading, Werner & DeSimone (2006) 16
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 Werner & DeSimone (2006) 17
Performance Appraisal in person analysis
Relied on heavily in person analysis Hard to do Vital to company and individual Should be VERY confidential Based too often on personal opinion Werner & DeSimone (2006) 18
The Employee Appraisal Process
By Permission: Herbert & Doverspike (1990) Werner & DeSimone (2006) 19
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 Werner & DeSimone (2006) 20
Prioritizing HRD Needs
There are never enough resources available Must prioritize efforts Need full organizational involvement in this process Involve an HRD Advisory Committee.
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Warning!!
HRD cannot become a slow-acting bureaucracy!!
“The Attack on ISD” article (Text p. 156) HRD must respond to corporate needs HRD should be focused on “performance improvement,” and not just “training” Werner & DeSimone (2006) 22
Summary
Why is needs assessment so often performed in many organizations?
not Why should organizations care about needs assessment?
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