Chapter Needs Assessment McGraw-Hill/Irwin Copyright © 2010 by the McGraw-Hill Companies, Inc All rights reserved Why is Needs Assessment Necessary?  Training may be incorrectly used as a solution to a performance problem  Training programs may have the wrong content, objectives, or methods  Trainees may be sent to training programs for which they not have the basic skills, prerequisite skills, or confidence needed to learn 3-2 Why is Needs Assessment Necessary? (cont.)  Training will not deliver the expected learning, behavior change, or financial results that the company expects  Money will be spent on training programs that are unnecessary because they are unrelated to the company’s business strategy 3-3 Figure 3.1 – Causes and Outcomes of Needs Assessment 3-4 Table 3.1 – Key Concerns of Upper-Level and Mid-Level Managers and Trainers in Needs Assessment 3-5 Who Should Participate in Needs Assessment (cont.)  It is important to get a sample of job incumbents involved in the needs assessment because: they tend to be most knowledgeable about the job they can be a great hindrance to the training process if they not feel they have had input in the process  Job incumbents – employees who are currently performing the job 3-6 Table 3.2 – Advantages and Disadvantages of Needs Assessment Techniques 3-7 Table 3.2 – Advantages and Disadvantages of Needs Assessment Techniques 3-8 Methods Used in Needs Assessment  Because no one technique of conducting needs assessment is superior to the others, multiple methods are used  Many companies are following benchmarking – using information about other companies’ training practices to help determine the appropriate type, level, and frequency of training 3-9 Figure 3.2 - The Needs Assessment Process 3-10 The Needs Assessment Process (cont.)  To ensure that the work environment enhances trainees’ motivation to learn: Provide materials, time, job-related information, and other work aids necessary for employees to use new skills or behavior before participating in training programs Speak positively about the company’s training programs to employees 3-20 The Needs Assessment Process (cont.)  To ensure that the work environment enhances trainees’ motivation to learn: Encourage work-group members to involve each other in trying to use new skills on the job Provide employees with time and opportunities to practice and apply new skills or behaviors to their work 3-21 The Needs Assessment Process (cont.)  To determine whether training is needed to solve a performance problem, managers should assess the following: Is the performance problem important? Does it have the potential to cost the company a significant amount of money from lost productivity or customers? Do the employees know how to perform effectively? Can the employees demonstrate the correct knowledge or behavior? 3-22 The Needs Assessment Process (cont.)  To determine whether training is needed to solve a performance problem, managers should assess the following: Were performance expectations clear (input)? Were there any obstacles to performance such as faulty tools or equipment? Were positive consequences offered for good performance? Was good performance not rewarded? 3-23 The Needs Assessment Process (cont.)  To determine whether training is needed to solve a performance problem, managers should assess the following: Did employees receive timely, relevant, accurate, constructive, and specific feedback about their performance? Were other solutions such as job redesign or transferring employees to other jobs too expensive or unrealistic? 3-24 The Needs Assessment Process (cont.)  Task analysis – identifies the important tasks and knowledge, skills, and behaviors that need to be emphasized in training for employees to complete their tasks  Job – specific position requiring the completion of certain tasks  Task – employee’s work activity in a specific job 3-25 The Needs Assessment Process (cont.)  Knowledge – includes facts or procedures  Skill – indicates competency in performing a task  Ability – includes the physical and mental capacities to perform a task 3-26 Table 3.6 - Example of the Relationships among a Critical Job Issue, a Critical Process Issue, and a Critical Business Issue 3-27 The Needs Assessment Process (cont.)  Steps involved in a task analysis Select the job or jobs to be analyzed Develop a preliminary list of tasks performed on the job by: interviewing and observing expert employees and their managers talking with others who have performed a task analysis 3-28 The Needs Assessment Process (cont.)  Steps involved in a task analysis Validate or confirm the preliminary list of tasks Once the tasks have been identified, it is important to identify the knowledge, skills, or abilities necessary to successfully perform each task 3-29 Table 3.9 – Key Points to Remember When Conducting a Task Analysis 3-30 Competency Models  Competency – areas of personal capability that enable employees to successfully perform their jobs by achieving outcomes or successfully performing tasks A competency can be knowledge, skills, attitudes, values, personal characteristics  Competency model –identifies the competencies necessary for each job 3-31 Table 3.10 - Example of Competencies and a Competency Model 3-32 Figure 3.4 - Process Used in Developing a Competency Model 3-33 Scope of Needs Assessment  Time constraints can limit the length and detail obtained from a needs assessment  A rapid needs assessment refers to a needs assessment that is done quickly and accurately, but without sacrificing the quality of the process or the outcomes  There are seven ways to conduct a rapid needs assessment 3-34 ...  Employees’ self-efficacy level can be increased by: Letting employees know the purpose of training Providing as much information as possible about the training program and the purpose of training. .. identifying who needs training determining employees’ readiness for training 3-13 The Needs Assessment Process (cont.)  Readiness for training – refers to whether: employees have the personal... information, and other work aids necessary for employees to use new skills or behavior before participating in training programs Speak positively about the company’s training programs to employees