Assessment of HRD Needs
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Transcript of Assessment of HRD Needs
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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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A discrepancy between expectations and performance
Not only “performance” needs involved
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Performance Diagnostic
Factors that can prevent problems from occurring
Analytic Identify new or better ways to do things
ComplianceMandated by law or regulation
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Focusing only on individual performance deficienciesDoesn’t fix group of systemic problems
Starting with a “Training Needs Assessment” If you know training is needed, why waste
everyone’s time?
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Using QuestionnairesHard 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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OrganizationWhere 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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A broad, “systems” view is needed Need to identify:
Organizational goalsOrganizational resourcesOrganizational climateEnvironmental constraints
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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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Mission statement HRM inventory Skills inventory Quality of Working Life indicators Efficiency indexes System changes Exit interviews
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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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Job descriptions Task analysis Performance standards Perform job Observe job Ask questions Analysis of problems
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Develop job description Identify job tasks
What should be doneWhat is actually done
Describe KSAOs needed Identify potential training areas Prioritize potential training areas
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1. List tasks 1. Observe behavior List four characteristics of behavior
Classify behavior
2. Select verb Knowledge of action verbs
Grammatical skills
3. Record behavior State so understood by others
Record neatly
2. List subtasks 1. Observe behavior List all remaining acts
Classify behavior
2. Select verb State correctly
Grammatical skills
3. Record behavior Neat and understood by others
3. List knowledge 1. State what must be known Classify all information
2. Determine complexity of skill Determine if a skill represents a series of acts that must be learned in a sequence
Job title: HRD Professional Specific duty: Task Analysis
Tasks Subtasks Knowledge and Skills Required
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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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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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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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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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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HRD cannot become a slow-acting bureaucracy!!
HRD must respond to corporate needs HRD should be focused on “performance
improvement,” and not just “training”