Needs Analysis

Contents:

1. Introduction
2. Needs Analysis

Introduction:

This course is designed for achieve the Goals of training and help the trainers to understand the trainees, the key concepts in adult learning and the process. Learn the techniques of assessing training needs for formulating appropriate learning objectives and describe training methods and techniques suitable for trainings. Use handouts and technology effectively and build rapport in group setting and understand group dynamics. Successfully evaluate the training programs and assess post training on the job application of acquired skills.

Needs analysis:

Needs analysis is the cornerstone of the process of training and development. Needs analysis is concerned with the gaps between actual performance and desired performance. When a gap exists, there are many solutions to this performance problem.

Need analysis explains how to determine if training is the BEST solution:

Objectives of Need Analysis:

· Define Needs analysis

· Important of diagnosis of needs

· List the four steps in the diagnostic process

· How organizational analysis can be done?

· Explain the six steps in job analysis

· Delineate competencies and give examples

· Outline the four steps in employee analysis

· Data collection Method

Performance Problems:

Managing employees who are unable to meet performance objectives requires a lot of managerial time and attention. Personnel problems can be frustrating. One reason is our failure to take the time to analyze the causes of poor performance.

An analysis of poor performance must include a description of the employee’s ineffective performance or behavior. Most managers, when discussing employee performance problems, start with a psychological description f the behavior or performance and then move to an assessment of the environment in which this behavior is occurring. The employee with the poor attitude may be handing in assignments late because there are positive consequences for doing so. The employee may be delaying submitting reports because it gets the boss’s attention. Or maybe the employee has to wait for others to provide input to the report, and staff allocation is beyond that employees’ control. Sending this employee to a motivation course would not change the performance. Thus, an effective analysis of performance problems must include both the employees and their environments.

The goal of needs analysis is to identify the differences between what is and what is desired or required. When dealing with managers, doesn’t use the term “needs analysis” just call it “understanding the performance problem.”

The way to spot these performance gaps is to solicit information from those who are affected by the performance problem. A needs analyst collects information from key people within an organization about the organization, the jobs, and the employees to determine the nature of the performance deficiencies. This information identifies the problem, which is simply the difference between the way the work is being done and the most cost-effective way of doing it.

The Importance of Needs Analysis:

There are three good reasons whyorganizations should take a proactive stance in the diagnosis of training needs: to establish a performance base line, to meet legal obligations, and to help employees remain employable.

Establishing Base-Line Performance:

The first reason to conduct needs analysis is to establish a base line of performance against which improvements can be measured. This base-line information allows trainers to

· Determine what the trainee already knows

· Estimate the cost of the present performance

· Identify what the employee needs to know

· Design a program to train the employee in deficient areas only

· Prepare measurable learning objectives

· Test for increases in knowledge and skills

· Conduct a cost-benefit analysis of the program

Legal Considerations:

Some employers have a legal responsibility to assess worker knowledge and skills in areas regulated by the government. Government agencies have responsibility for either the industry or for issues across industries.

Moral Obligation:

Some argue that employers have a moral obligation to assess the needs of employees to reduce the impact of skill obsolescence. A recent trend in employee relations suggests that large companies have a responsibility to their employees, even to the point of assisting them to find jobs in the event of layoffs and providing them with training, to ensure their employability. Unions are demanding that workers have the right to be part of a needs-identification program to determine if the skills being taught are really necessary to do the job. These factors provide strong arguments for conducting regular and objective assessments of training needs.

Some other cited benefits of needs analysis include generating consensus on the need for training so that it is supported: developing the case that training is needed, and raising the profile and credibility of the training department. Managers need objective data when diagnosing problems and needs analysis allows them to gather insights and feedback about the nature of the problem.

The Diagnostic Process:

There are a number of ways to measure performance problems and potential training needs. The processes start with a problem. If the performance problem is important, stakeholders are consulted and gathering information about the problem is conducted in three general ways:

1. Organizational analysis

2. A job analysis and

3. An employee analysis.

The Diagnostic Process

v Concern

v Important

Yes No

Consult Stakeholders Terminate

Collect Information

Organization Analysis Job Analysis Employee Analysis

Strategy Identify Define desired performance

Environment Obtain description Identify gap

Resource Allocation Rate Importance Determine Obstacles

Culture Survey Incumbents Determine Solution

Feedback

Data Collection Methods:

The identification of training needs can turn into a comprehensive research study. The cost, the time, and the rigor necessary for doing a perfect need identification guarantee that most organizations will not do one. Conducting some data collection and analysis, rather than having no objective measures, will result in better training course.

The use of multiple methods helps analysis distinguish between

· perceived needs (what training courses employees feel they need),

· demand needs (what managers ask for) and

· normative needs ( training needed to meet industry, unit or job comparative standards)

General Methods of Documentation. (How?)

Use of Information;

Employees responding to questions about effectiveness may fear that the information will be used against them. They may fear a change in compensation, a restructuring or elimination of their jobs, or a negative personnel evaluation with attendant losses of promotion or pay. They may distrust the analyst’s ability to keep the data safe from the eyes of their supervisors.

Cause and Effect:

Many analysts find it difficult to disentangle cause and effect. For example, a poor-quality product may be the result of a lack of knowledge on the part of employees, poorly designed work procedures, or even rumours about a pant shutdown.

Cost Benefit:

One study has determined that a majority of firms do not use formal needs assessment. People who work in training and development claim that they are not rewarded for taking the time (and Money) to conduct needs analysis. Mangers seem to feel that they should use training resources to train. They may also feel that they can accurately identify training needs and that more analysis is a waste of time. Managers may even have their own agendas, such as rewarding employees by sending them to exotic locations for training. These managers may resist interference by the “personnel department” in management decisions. As HR practitioners become educated and certified in their profession, the importance and application of front-end analysis may increase.

Deciding if Training is the Answer:-

Training is the best solution under the following conditions,

· the task is performed frequently

· the task is difficult

· correct performance is critical

· the employee does not know how to [perform as required ( Cannot do it)

· performance expectations are clear, and employees receive feedback on their performance

· there are or will be positive consequences for correct work behavior,

· there are not negative consequences for performing as required

· other solutions such as coaching are ineffective or too expensive