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Chapter 4

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87 views22 pages

Chapter 4

SHUJABAD WEAVING MILLSHUJABAD WEAVING MILLSHUJABAD WEAVING MILLSHUJABAD WEAVING MILLSHUJABAD WEAVING MILLSHUJABAD WEAVING MILLSHUJABAD WEAVING MILLSHUJABAD WEAVING MILLSHUJABAD WEAVING MILLSHUJABAD WEAVING MILLSHUJABAD WEAVING MILLSHUJABAD WEAVING MILLSHUJABAD WEAVING MILLSHUJABAD WEAVING MILLSHUJABAD WEAVING MILLSHUJABAD WEAVING MILLSHUJABAD WEAVING MILLSHUJABAD WEAVING MILLSHUJABAD WEAVING MILLSHUJABAD WEAVING MILLSHUJABAD WEAVING MILLSHUJABAD WEAVING MILLSHUJABAD WEAVING MILLSHUJABAD WEAVING

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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.
Werner & DeSimone (2006) 2
Needs Assessment

It is a process by which an
organization’s HRD needs are identified
and articulated. It is the starting point
of the HRD and training process.

Werner & DeSimone (2006) 3


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: ADImE

Werner & DeSimone (2006) 5


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
Analytic
 Identify new or better ways to do things
(intuition, insight, or expert consideration)
Compliance
 Mandated by law or regulation (safety training,
food handling, or compliance with healthcare
regulations)

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?

Werner & DeSimone (2006) 8


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
Strategic/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?

Werner & DeSimone (2006) 10


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
Werner & DeSimone (2006) 13
Werner & DeSimone (2006) 14
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) 15


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) 16
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) 17


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) 18


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) 19


The Employee Appraisal Process

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.

Werner & DeSimone (2006) 21


Summary
Why is needs assessment so often not
performed in many organizations?

Why should organizations care about


needs assessment?

Werner & DeSimone (2006) 22

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