Needs Analysis

1. Needs Analysis Chapter #4

2. Learning Outcomes • By the conclusion of this discussion you should: • Understand the purpose and process of conducting a training needs analysis at each of the three levels: • Organizational • Operational • Person • Have the information necessary to conduct your own training needs analysis.

3. Purpose of Needs Analysis • Determines performance deficiencies (Expected Performance – Actual Performance) • reactive • proactive • Determines causes and solutions • Provides pre-training benchmark • Focuses training • Provides starting point

4. What TNA should do? • Increase chances that the time and money spent on training will be well spent. • Determine the benchmark for evaluation of training. • Increase the motivation of participants. • Align training activities with the strategic plan.

5. Needs Analysis Process • Outcomes • Learning focus • Participants • Type • Timing • Resources • Other HR/business solutions What is the context? • Triggers • “Red Flags” • Lack of basic skills • Poor performance • Technology • Customer demands • Innovation • Raising the bar • New job • Regulations • New direction • Organizational change Training needs Organization analysis Operational analysis Where is training needed? Person analysis Non-training needs Who needs training?

6. Organizational Analysis • Looks at the internal environment and determines its fit with organizational goals and objectives. • Define mission and strategies & current standings • Examine resources and allocation of resources • Analyze internal environment • Impact of internal environment on transfer • Outcome: A determination of where the organization wishes to be (EP) and where the organization is (AP) and which areas need to be focused on in order to close the gap.

7. Operational Analysis/Job Analysis • Examines the specific jobs to determine the tasks required and the KSAs necessary to perform job at expected level (EP) • Analysis steps: • Conduct a job analysis • Identify any roadblocks in the task environment • Outcome: Expected performance (EP) of individuals in the location specified in the organizational analysis. A list of KSAs and tasks required.

8. Person Needs Analysis • Examination of people performing the job to determined their actual performance levels. • Identify Performance Deficiencies (expected performance (EP) - actual performance (AP))

9. Personal Analysis Data • Performance appraisal information • 360, self-ratings, supervisory ratings • Performance data • Proficiency tests • Attitude surveys

10. Group Activity • Divide into groups and discuss a performance deficiency: • Bad grades • Absenteeism and/or tardiness • Customer service • List possible causes of performance deficiency. • One scribe from each group will list ideas on board • Complete in 5 minutes

11. Outcomes of TNA Train Don’t Know How Lack KSA Non-training Give what is needed, remove obstacles Can’t Lack support, authority, tools Non-training Give reasons, create consequences Won’t Lack motivation

12. Group Activity Part #2 • Categorize all the performance gaps into one of the three outcome categories: • Don’t Know How • Can’t • Won’t • One scribe from each group will update list ideas on board • Complete in 3 minutes

13. TNA Data • All three areas are highly inter-related. • Can conduct all levels at the same time. • Development of employees should be top priority. • Employees must have a positive perceptions about the TNA process.

14. Fabrics Inc. Needs Analysis Example

15. Conclusion • The training needs analysis (TNA) process is vital to designing, developing, facilitating, and evaluating an effective training program. • Conducting a TNA involves in depth investigative research on all three levels: organizational, operational and person.