Needs Assessment

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Needs Assessment

• Figuring out what is really needed
• Not always an easy task
• Needs lots of input
• Takes a lot of work
• Do it now or do lots more later
• First step in HRD process

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The HRD Process A DImE
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Comparing the HRD Process Model to the PDM Model

• HRD Process Model
• Assess
• Design
• Implement
• Evaluate

• PDM
• Analyze need
• Design training
• Develop
• Produce pilot
• Evaluate pilot
• Deliver training
• Improve

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What is a Need?

• A discrepancy between expectations and
  performance
• Not only performance needs involved

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Various Types of Needs

• Performance
• Diagnostic
• Factors that can prevent problems from occurring
• Analytic
• Identify new or better ways to do things
• Compliance
• Mandated by law or regulation

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Traps in Needs Assessment

• Focusing only on individual performance
  deficiencies
• Doesnt fix group or systemic problems
• Starting with a Training Needs Assessment
• If you know training is needed, why waste
  everyones 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

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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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Strategic/Organizational Analysis

• A broad, systems view is needed
• Need to identify
• Organizational goals
• Organizational resources
• Organizational climate
• Environmental constraints

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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

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Sources of Strategic Information

• Mission statement
• HRM inventory
• Skills inventory
• Quality of Working Life indicators
• Efficiency indexes
• System changes
• Exit interviews

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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

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How to Collect Information For a Task Analysis

• Job descriptions
• Task analysis
• Performance standards
• Perform job
• Observe job
• Ask questions
• Analysis of problems

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A Sample Task Analysis Process

• 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

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Task Analysis for HRD Position
SOURCE From G. E. Mills, R. W. Pace, B. D.
Peterson (1988). Analysis in human resource
training and organizational development (p. 57).
Reading, MA Addison-Wesley. Reprinted by
permission.
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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

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Performance Appraisal

• Relied on heavily in person analysis
• Hard to do
• Vital to company and individual
• Should be VERY confidential
• Based too often on personal opinion

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The Employee Appraisal Process
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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

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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!!
• HRD must respond to corporate needs
• HRD should be focused on performance
  improvement, and not just training