Chapter 3 Needs Assessment: Person Analysis By Noe

Human Resources Development Management

1. HRMGT: 10
TRAINING AND DEVELOPMENT
“PERSON ANALYSIS”
REPORTER: GIL DE BRANDO
REFERENCE: EMPLOYEE TRAINING & DEVELOPMENT BY NOE

2. Person analysis helps to identify
employees who need training, that is, whether
employees’ current performance or expected
performance indicates a need for training.
PERSON ANALYSIS

3.  Poor or Substandard Performance
Customer complaints
Low Performance Ratings
On-the-Job Incidents
•Accidents
•Unsafe Behavior
Job Changes
New Technology
PERSON ANALYSIS
Major Pressure Points:

4. 1)Employees have the personal characteristics (Ability,
Attitudes, Beliefs and Motivation) necessary to learn
program content and apply it on the job.
2)The work environment will facilitate learning and not
interfere with performance.
PERSON ANALYSIS
Readiness for Training
refers to whether:

5. Person Characteristics
Input
Output
Consequences
PERSON ANALYSIS
Feedback
Process for Analyzing the Factors that Influence Employee Performance and Learning:
Knowledge, Skill, Ability and Attitudes
What, How and When to Perform - - - Equipment, Time or budget
Job Performance Standards
Types of Incentives
Information that the employee receive while they are performing

6. - can be used to measure Person characteristics,
Input, Output, Consequences and Feedback.
Example:
“Lead Drivers in a Package Delivery Company”
PERSON ANALYSIS
Interviews and Questionnaires:

7. •What types of situations call for coaching on your part?
•What keeps you from being a good coach on the job?
•How do you encourage or motivate other lead drivers? Do you use
incentives or rewards? Do you try other things (compliments, personal
attention?
•What common types of performance problems do new hires have?
•What were the biggest problems you encountered as a new coach and
trainer? Mistakes that you made? What lessons have you learned over
time?
•Tell me about a successful coaching experience and an unsuccessful
coaching experience.
PERSON ANALYSIS
Questions:

8. Trainee’s desire to learn the content of training programs.
Influences by:
Personal Characteristics
The Environment
PERSON ANALYSIS
Motivation to Learn:

9. 1. Person Characteristics:
•Basic Skills
Cognitive Ability
Reading Level
•Self-efficacy
•Awareness of Timing Needs, Career
Interest, and Goals
PERSON ANALYSIS
Process for Analyzing the Factors that Influence Employee Performance and Learning:e
TaAbrNo1yu AaeaSlEyS
e
)RrSsEsrsEcaovbENEsn
e
jarlySESLovbENEsn
Verbal Comprehension
Quantitative Ability
Reasoning Ability

10. 1.Letting Employees know that the purpose of the training is to try to
improve performance rather than to identify areas in which
employees are incompetent.
2.Providing as much as information as possible about the training
program and purpose of training prior to the actual training.
3.Showing Employees the training success of their peers who are
now in similar job.
4.Providing employees with feedback that learning is under their
control and they have the ability to overcome any learning
difficulties they experience in the program.
PERSON ANALYSIS
Employees’ self- efficacy level can be increased by:

11. 2. Input:
•Understanding What, How, When to Perform
•Situational Constraints
•Social Support
•Opportunity to Perform
PERSON ANALYSIS
Process for Analyzing the Factors that Influence Employee Performance and Learning:

12. 3. Output:
•Expectations for Learning and
Performances
PERSON ANALYSIS
Process for Analyzing the Factors that Influence Employee Performance and Learning:

13. Human Resources Department:
Answer calls on or before the 3rd ring. If unavailable to answer, have the phone roll
over to someone who can answer.
When voicemail is necessary or should a customer prefer to leave a voice-mail, return
the call not later than the next business day. Every effort should be made to return
calls the same business day.
Human Resources will respond to all e-mails, with a minimum of an acknowledgement
by the next business day. If an e-mail request is expected to take longer than the next
business day, the acknowledgement will provide a date when the requested
information will be available.
Should a customer inquiry require research or consultation, the individual asked will be
responsible for consulting with their appropriate team members and getting
information back to the customer. In rare instances when it is best to forward the
customer to another
Human Resources representative, the person conducting the transfer will remain on
the line until the other representative is reached and acknowledges that s/he can
address the issue.
PERSON ANALYSIS
Performance Standard Example from:

14. 4. Consequences:
•Norms
•Benefits
•Rewards
PERSON ANALYSIS
Process for Analyzing the Factors that Influence Employee Performance and Learning:

15. 5. Feedback:
•Frequency
•Specificity
•Detail
PERSON ANALYSIS
Process for Analyzing the Factors that Influence Employee Performance and Learning:

16. 1.Is the performance problem important? Does it have the potential to cost the
company a significant amount of money from lost productivity or customers?
2.Do the employees know how to perform effective. (This problem is a
characteristic of the person.)
3.Can the employees demonstrate the correct knowledge or behavior? Perhaps
employees were trained but they infrequently or never used the training content
(knowledge, skills, etc.) on the job. (This is an input problem.)
4.Were the performance expectations clear (Input)? Were there any obstacles to
performance such as faulty tools or equipment?
5.Were positive consequences offered for good performance? Was poor
performance not rewarded? For example, if employees are dissatisfied with their
compensation, their peers or a union may encourage them to slow down their
pace of work. (This involves consequences.)
6.Did the Employees receive timely, relevant, accurate, constructive and specific
feedback about their performance?
7.Were other solutions – such as job redesign or transferring employees to other
jobs – too expensive or realistic?
PERSON ANALYSIS
Determining whether the training is the Best Solution

17. PERSON ANALYSISTaysEOoJ SySNnayYsnYNs0
P
Person asllr
P
yiERsSsONnALslsSY
P
INeusREnbNONl
P
NltdNttsoeoY
P
AfemNRNrrnitncsCsREnpNNurwn
yemNNmngRSNmNrSwn-ielr
Person Characteristics:
•Basic Skills
Cognitive Ability
Reading Level
•Self-efficacy
•Awareness of Timing Needs,
Career Interest, GoalsrOlfn0
P
hRuNmrSeRusREnJTeSwn1ifwn
JTNRnSin)NmtimC
P
sSveSsiRelnyiRrSmesRSr
P
ioseln vjjimS
P
.jjimSvRsSYnSin)NmtimC
Input:
•Understanding What, How,
When to Perform
•Situational Constraints
•Social Support
•Opportunity to Perform1fnlfn0
P
2kjNoSeSsiRrntimnbNemRsREn
eRun)NmtimCeRoNr
Output:
•Expectations for Learning
and PerformancesJEOsa1faONas0
P
pimCr
P
PNRNtsSr
P
INfemur
Consequences:
•Norms
•Benefits
•RewardszaamASNC0
P
zmNFvNRoY
P
jNostsosSY
P
:NSesl
Feedback:
•Frequency
•Specificity
•Detail.iSsOeSsiRnSinbNemRnbNemRsREn/iLn)NmtimCeRoN
Motivation to Learn Learning Job Performance

18. THANK YOU!!
 FOR LISTENING 