TRM 306 CHAPTER 2

TRAINING AND DEVELOPMENT ASSESSING TRAINING & DEVELOPMENT

NEEDS
IN HOSPITALITY INDUSTRY
NEEDS ANALYSIS: HOW TO DETERMINE TRAINING NEEDS

Chapter Highlights
1. Types of Needs Analyses
2. Knowledge, Skills, Abilities
3. Techniques
4. Checklist for evaluating an assessment
 INTRODUCTION

Today's work environment requires employees to be skilled in performing complex tasks in

an efficient, cost-effective, and safe manner. Training (a performance improvement tool) is
needed when employees are not performing up to a certain standard or at an expected
level of performance. The difference between actual the actual level of job performance and
the expected level of job performance indicates a need for training. The identification of
training needs is the first step in a uniform method of instructional design.

A successful training needs analysis will identify those who need training and what kind of
training is needed. It is counter-productive to offer training to individuals who do not need it
or to offer the wrong kind of training. A Training Needs Analysis helps to put the training
resources to good use.
WHAT IS NEEDS ASSESSMENT?

• Needs assessment is a process for determining an organization’s

needs. It usually consists of three main parts:
1.Initiation
2.Data Collection & Analysis
3.Final Production
• A needs assessment is the “what” (what the organization needs) that
precedes the gap analysis, which is the “how” (how to close the gap
between where the organization is currently and where they want or
need to be).
WHY IS IT IMPORTANT?

• At a busy company there are so many things going on, that it is hard to pin
down exactly what may be holding it back. Needs assessment is important
because it helps an organization determine the gaps that are preventing it
from reaching its desired goals
• these gaps can exist in either knowledge, practices, or skills. Knowing what
is working well and what needs to be changed is crucial to progressing
effectively towards those goals and making an organization successful.
• Needs assessment addresses these concerns from all levels, starting at the
30,000 foot view and drilling down further and further into the individual
organization, to arrive at a plan with specific actions for improvement.
 TYPES OF NEEDS ANALYSES

• Organizational Analysis. An analysis of the business needs or other reasons the training
is desired. An analysis of the organization's strategies, goals, and objectives. What is the
organization overall trying to accomplish? The important questions being answered by this
analysis are who decided that training should be conducted, why a training program is
seen as the recommended solution to a business problem, what the history of the
organization has been with regard to employee training and other management
interventions.
• Person Analysis. Analysis dealing with potential participants and instructors involved in
the process. The important questions being answered by this analysis are who will receive
the training and their level of existing knowledge on the subject, what is their learning
style, and who will conduct the training. Do the employees have required skills? Are there
changes to policies, procedures, software, or equipment that require or necessitate
training?
 TYPES OF NEEDS ANALYSES (CONTD)

• Work analysis / Task Analysis. Analysis of the tasks being performed. This is an analysis of the job
and the requirements for performing the work. Also known as a task analysis or job analysis, this
analysis seeks to specify the main duties and skill level required. This helps ensure that the training
which is developed will include relevant links to the content of the job.
• Performance Analysis. Are the employees performing up to the established standard? If
performance is below expectations, can training help to improve this performance? Is there
a Performance Gap?
• Content Analysis. Analysis of documents, laws, procedures used on the job. This analysis answers
questions about what knowledge or information is used on this job. This information comes from
manuals, documents, or regulations. It is important that the content of the training does not conflict
or contradict job requirements. An experienced worker can assist (as a subject matter expert) in
determining the appropriate content.
 TYPES OF NEEDS ANALYSES (CONTD)

• Training Suitability Analysis. Analysis of whether training is the desired

solution. Training is one of several solutions to employment problems. However, it
may not always be the best solution. It is important to determine if training will be
effective in its usage.

• Cost-Benefit Analysis. Analysis of the return on investment (ROI) of training.

Effective training results in a return of value to the organization that is greater
than the initial investment to produce or administer the training.
 KNOWLEDGE, SKILLS, AND ABILITIES
(KSA)
Today's workplace often requires employees to be independent thinkers responsible for
making good decisions based on limited information. This kind of work may require training
if the employee does not have these skills. Below is a list of various competencies that
employees may be required to posess in order to perform their jobs well.
Adaptability Fiscal Management Planning

Analytical Skills Global Perspective Problem Solving

Action Orientation Innovation Project Management

Business Knowledge/Acumen Interpersonal Skills Results Orientation

Coaching/Employee Development Leadership Self-Management

Communication Establishing Objectives Teamwork

Customer Focus Risk Management Technology

Decision Making Persuasion and Influence Planning

 TECHNIQUES

Several basic Needs Assessment techniques include:

• direct observation
• questionnaires
• consultation with persons in key positions, and/or with specific knowledge
• review of relevant literature
• interviews
• focus groups
• assessments/surveys
• records & report studies
• work samples
CONDUCTING AN ORGANIZATIONAL
ANALYSES
• Determine what resources are available for training. What are the
mission and goals of the organization in regards to employee
development? What support will te senior management and managers
give toward training? Is the organization supportive and on-board with
this process? Are there adequate resources (financial and personnel)?
CONDUCTING A WORK / TASK ANALYSIS

• Interview the supervisors and managers in charge. Review job descriptions and
occupational information. Develop an understanding of what employees need
to know in order to perform their jobs.
• Important questions to ask when conducting a Task Analysis:

1.What tasks are performed?

2.How frequently are they performed?
3.How important is each task?
4.What knowledge is needed to perform the task?
5.How difficult is each task?
6.What kinds of training are available?
 CONDUCTING A WORK / TASK ANALYSIS

• Observe the employee performing the job. Document the tasks being performed. When documenting the tasks,
make sure each task starts with an action verb. How does this task analysis compare to existing job
descriptions? Did the task analysis miss any important parts of the job description? Were there tasks performed
that were omitted from the job description?

• Organize the identified tasks. Develop a sequence of tasks. Or list the tasks by importance.

• Are there differences between high and low performing employees on specific work tasks? Are there differences
between Experts and Novices? Would providing training on those tasks improve employee job performance?

• Most employees are required to make decisions based on information. How is information gathered by the
employee? What does the employee do with the information? Can this process be trained? Or, can training
improve this process?
COGNITIVE TASK ANALYSIS

• Develop a model of the task. Show where the decision points are located and what
information is needed to make decisions and actions are taken based on that information.
This model should be a schematic or graphic representation of the task. This model is
developed by observing and interviewing the employees. The objective is to develop a
model that can be used to guide the development of training programs and curriculum.

• Since the training is based on specific job tasks, employees may feel more comfortable
taking the effort to participate in training.

• Gather information about how the task is performed so that this can be used to form a
model of the task. Review job titles and descriptions to get an idea of the tasks
performed. Observe the employee performing the job. Review existing training related to
the job. Make sure you observe both experts and novices for comparison.
CONDUCTING A PERFORMANCE
ANALYSIS
• This technique is used to identify which employees need the training.
Review performance appraisals. Interview managers and supervisors.
Look for performance measures such as benchmarks and goals.

• Sources of performance data:

Performance Appraisals Accidents
Quotas met (un-met) Safety Incidents
Performance Measures Grievances
Turnover Absenteeism
Shrinkage Units per Day
Leakage Units per Week
Spoilage Returns
Losses Customer Complaints
CHECKLIST FOR TRAINING NEEDS
ANALYSIS
• It is helpful to have an organized method for choosing the right
assessment for your needs. A checklist can help you in this process.
Your checklist should summarize the kinds of information discussed
above. For example, is the assessment valid for your intended
purpose? Is it reliable and fair? Is it cost-effective? Is the instrument
likely to be viewed as fair and valid by the participants? Also consider
the ease or difficulty of administration, scoring, and interpretation
given available resources
TRAINING AND DEVELOPMENT NEEDS ANALYSIS CHECKLIST

• Know what the organization is trying to accomplish.

• Know the history of training within the organization.

• What "needs" will be addressed by the training?

• Any recent process or procedure changes?

• What resources are available for training?

• Who needs to be trained?

• Who can serve as subject matter experts?

• Are any staff going to do the training?

• Which companies provide training materials?

• What are the Knowledge, Skills, and Abilities?

• Review Job Descriptions and Org Charts.

THANK YOU