1 © 2013 by Nelson Education Ltd. CHAPTER FOUR The Needs Analysis Process.
-
Upload
arline-joseph -
Category
Documents
-
view
223 -
download
6
Transcript of 1 © 2013 by Nelson Education Ltd. CHAPTER FOUR The Needs Analysis Process.
1© 2013 by Nelson Education Ltd.
CHAPTER FOUR
The Needs Analysis Process
2© 2013 by Nelson Education Ltd.
LEARNING OUTCOMES
Define needs analysis and describe the needs analysis process
Define and explain how to conduct an organizational, task, and person analysis
Define and describe the purpose of a cognitive task analysis and a team task analysis
Describe the process of determining if training is the best solution to performance problems
Describe the different methods and sources for conducting a needs analysis
Describe the obstacles to conducting a needs analysis and how to overcome them
3© 2013 by Nelson Education Ltd.
INSTRUCTIONAL SYSTEMS DESIGN MODEL
4© 2013 by Nelson Education Ltd.
NEEDS ANALYSIS
A process to identify gaps or deficiencies in employee and organizational performance
Goals: • Identify differences between what is and what
is desired or required in terms of results • Compare the magnitude of gaps against the
cost of reducing them or ignoring them
5© 2013 by Nelson Education Ltd.
NEEDS ANALYSIS PROCESS
6© 2013 by Nelson Education Ltd.
NEEDS ANALYSIS PROCESS
Four Steps
Step 1: A concern
Sometimes referred to as an itch or a pressure point, something that causes managers to notice it
7© 2013 by Nelson Education Ltd.
NEEDS ANALYSIS PROCESS
Step 2: Importance
Is it central to the effectiveness of the organization?
Step 3: Consult stakeholders
Involve stakeholders who have a vested interest in the process and outcomes of the needs analysis process
8© 2013 by Nelson Education Ltd.
NEEDS ANALYSIS PROCESS
Step 4: Data collection
Collection of information from three levels of analysis
I. Organization
II. Task
III. Person/Employee
9© 2013 by Nelson Education Ltd.
NEEDS ANALYSIS OUTCOMES
Clarifies nature of performance gaps
Determines if training and development is necessary
Identifies where (what/for who) training and development is necessary
Specify training objectives and design training programs
Develop measures for training evaluation
10© 2013 by Nelson Education Ltd.
ORGANIZATIONAL ANALYSIS
Study of the entire organization including its strategy, environment, resources, and context
11© 2013 by Nelson Education Ltd.
ORGANIZATIONAL ANALYSIS
1. Strategy
Consists of an organization’s mission, goals, and objectives such as a dedication to quality or innovation
Strategic training: Alignment of an organization’s training needs and programs with the organization’s strategy and objectives (SHRM)
12© 2013 by Nelson Education Ltd.
ORGANIZATIONAL ANALYSIS
2. Environment
Can profoundly affect what is offered and trainee’s receptiveness to training
New technologies, laws, competitors, recessions, and trade agreements
13© 2013 by Nelson Education Ltd.
ORGANIZATIONAL ANALYSIS
3. Resource analysis: Identification of the resources available Required to design and implement training and
development programs
4. Context climate: Collective attitudes: Employees toward work Supervision Company goals Policies and procedures
14© 2013 by Nelson Education Ltd.
ORGANIZATIONAL ANALYSIS
5. Training transfer climate: Characteristics that can either facilitate or inhibit the
application of training on-the-job
6. Learning culture: Members of an organization believe that knowledge
and skill acquisition are part of their job responsibilities
Learning is an important part of work life in the organization
15© 2013 by Nelson Education Ltd.
TASK ANALYSIS
Process of obtaining information about a job by determining the duties, tasks, and activities involved and the knowledge, skills, and abilities required to perform the tasks
Job
Task
16© 2013 by Nelson Education Ltd.
TASK ANALYSIS
Six steps:
1. Identify the target jobs
2. Obtain a job description
3. Develop rating to rate the importance of each task and the frequency that it is performed
4. Survey a sample of job incumbents
5. Analyze and interpret the information
6. Provide feedback on the results
17© 2013 by Nelson Education Ltd.
TASK ANALYSIS
Job description: • Statement of tasks, duties, and responsibilities• Lists the specific duties carried out through the
completion of several tasks• Rapid change has led to development of
competencies in job descriptions• Competency:– Cluster of related knowledge, skills, and abilities
that enables the job holder to perform effectively
18© 2013 by Nelson Education Ltd.
COGNITIVE TASK ANALYSIS
Set of procedures that focus on understanding the mental processes and requirements for performing a job
Differs from traditional task analysis in that it describes mental and cognitive activities that are not directly observable, such as decision making and pattern recognition
19© 2013 by Nelson Education Ltd.
TEAM TASK ANALYSIS
Analysis of tasks of the job, as well as the team-based competencies (knowledge, skills, and attitudes) associated with the tasks
Differs from traditional task analysis:• Interdependencies of the job, skills required for
task coordination, and cognitive skills required for interacting in a team must be identified
20© 2013 by Nelson Education Ltd.
PERSON ANALYSIS
Process of studying employee behaviour to determine whether performance meets standards
21© 2013 by Nelson Education Ltd.
PERSON ANALYSIS
Three-step process:
1. Define the desired performance
2. Determine the gap between desired and actual performance
3. Identify the obstacles to effective performance
BARRIERS TO EFFECTIVE PERFORMANCE
22© 2013 by Nelson Education Ltd.
23© 2013 by Nelson Education Ltd.
DETERMINING SOLUTIONS TO PERFORMANCE PROBLEMS
Mager & Pipe’s Performance Analysis Flowchart forDetermining Solutions to Performance Problems Identify root cause of performance problem and
choose right solution May or may not include training and development
See Figure 4.2 on p. 117
24© 2013 by Nelson Education Ltd.
IS TRAINING BEST SOLUTION?
It is just one solution for managing performance problems• Other solutions may be more effective
If training is identified as best solution:• Effectiveness can be compromised due to other
factors• Costs and benefits must also be considered
before final decision is made A needs analysis will identify best course of action
25© 2013 by Nelson Education Ltd.
NEEDS ANALYSIS METHODS
Nine Methods (Steadham)
1. Observation
2. Questionnaires
3. Key consultation
4. Print media
5. Interviews
6. Group discussion
7. Tests
8. Records and reports
9. Work samples
26© 2013 by Nelson Education Ltd.
NEEDS ANALYSIS SOURCES
Employees and managers
Subject-matter experts
Professional shoppers
Computer-based analysis
27© 2013 by Nelson Education Ltd.
OBSTACLES
Not rewarded for taking the time (and money) to conduct
Feel that they can accurately identify training needs and that more analysis is a waste of time and money
Managers may even have their own agendas
Cost and time are often viewed as constraints
28© 2013 by Nelson Education Ltd.
SUMMARY
Introduced the needs analysis process: the first step in ISD model
Identified three levels of needs analysis (organization, task, and person)
Identified the process for determining solutions to performance problems
Highlighted data collection methods and sources of information for needs analysis
Discussed obstacles to conducting needs analysis