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Assessing Workplace Learning Needs

This document discusses assessing workplace learning needs through need assessment. It defines need assessment as identifying an organization's goals and how effectively they are being met. Need assessment examines gaps between employee skills and those required for their jobs currently and in the future. There are different types and levels of needs. Strategic analysis assesses organizational goals, resources, climate, and constraints. Task analysis identifies specific job skills and standards of performance. Person analysis determines individual training needs through performance reviews, observations, tests, and feedback from supervisors, peers, customers, and subordinates.

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Taranom Bakhtiary
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53 views7 pages

Assessing Workplace Learning Needs

This document discusses assessing workplace learning needs through need assessment. It defines need assessment as identifying an organization's goals and how effectively they are being met. Need assessment examines gaps between employee skills and those required for their jobs currently and in the future. There are different types and levels of needs. Strategic analysis assesses organizational goals, resources, climate, and constraints. Task analysis identifies specific job skills and standards of performance. Person analysis determines individual training needs through performance reviews, observations, tests, and feedback from supervisors, peers, customers, and subordinates.

Uploaded by

Taranom Bakhtiary
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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Assessing Workplace

Learning Needs
Chapter 4:(Assessing HRD Needs)
Need Assessment
Definition: A process by which an organization’s workplace learning needs are
identified and articulated.
It can identify:
- An organization’s goal and its effectiveness in reaching those goals
- Discrepancies or gaps between employee’s skills and skills required for
effective current job performance
- Gaps between current skills and the skills needed to perform the job
successfully in the future
- The conditions under which the workplace learning activity will occur
Training Need
A discrepancy or gap between what an organization expects to happen and what
actually occurs.
Kinds of need:
- Performance deficiency (Reactive)
- Diagnostic needs (Proactive and future oriented)
- Analytic needs (Proactive)
- Compliance needs
Levels of need analysis
➔ Strategic/Organizational analysis
➔ Task analysis
➔ Person Analysis
Strategic/Organizational analysis
It identifies: Methods of Organizational analysis:

- Organizational goals - Organizational goals and objectives


- Organizational resources - Human resource inventories
- Organizational Climate - Skill inventories
- Environmental constraints - Organizational climate measures
- Efficiency indexes
Task analysis
Systematic collection of data about specific job Five step process of task analysis:
or group of jobs used to determine what 1. Develop an overall job description
employees should be taught to achieve optimal
2. Identify the task
performance.
❖ Describe what should be done in the task(Standards)
❖ Describe what is actually done in the task(Performance
The result of analysis include: Variability)

- Standards of performance Methods of task identification:

- How tasks should be performed to meet ○ Stimulus-response-feedback


the standards ○ Time Sampling
- The knowledge, skills, abilities needed. ○ Critical incident technique
○ Job Inventories
○ Job-duty-task method
1. Describe KSAOs needed to perform the job
2. Identify areas that can benefit from training
3. Prioritize areas that can benefit from training
Person Analysis
➢ It determines the training needs of individual employees. Its two main components
are: Summary person analysis and Diagnostic person analysis.
➢ The sources for person analysis data:
○ Performance appraisal
○ Direct observation
○ Tests
○ Questioners
○ Critical incidents
➢ The data could be obtained from:
○ Immediate supervisor
○ Employee’s peers
○ Customers
○ Subordinates
➢ The practice of using multiple sources to gather performance information is called
360-degree feedback.

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