Training Needs Assessment (TNA) Of emplyee.ppt

Training need assessment in an organization, how to identify employee training needs

2. Chapter No 3
Needs
Assessment

3. Needs
Assessment
Identification of
what training is needed
by whom, and when …
The discrepancy between
What knowledge, skills, & affects
are needed to perform the job &
What knowledge, skills, and affects
the person in the job currently has

4. Needs Assessments
Needs assessment is a process
in which needs of an organization
are identified, analyzed, and evaluated to plan
a constructive intervention targeted to those needs

5. Why Conduct TNA
•To find out the present level of performance
•To determine why present performance is what it is
•To find out who the trainees are
•To assess Organization or work culture of the trainees
•To identify ways of working smarter instead of harder
by examining systems / procedures
•To establish result oriented objectives… measurable
observable specific performance
•To establish policy and decide about length scope,
format, location, cost, frequency etc of training
•To involve line managers and others in the organization
whose support and inputs are important

6. Benefits of TNA
Provides baseline data for planning decision
Leads to careful setting of training objectives
Assists in setting up result oriented training programs
Gives insights into participants needs and
characteristics
Assists with design, delivery & development of
Training function
Improves training effectiveness through better training .

7. Needs Assessments
Involves:
Awareness that something is not as it should be
Awareness of not knowing how things are
Gathering data to know & clarify problems, issues etc
Organizing data into a meaningful analysis
Checking accuracy in analysis by providing feedback to
the system from which the data came
problem solving process

8. Needs Assessments
Includes :
Proposing responses to address the needs that
surface in the assessment
Deciding which responses are to be made and
Making those responses
In HRD terms is
Program planning
Design or
Development
problem-solving process

9. Needs Assessments
therefore
Understanding tools & developing skills in needs
assessment process are to the practitioner's advantage
Needs assessment forms the basis on which
HRD practitioners build responses:
Responses
Programs
Recommendations
Ideas, or
Suggestions
of a structural or procedural nature that are
delivered to decision makers

10. Stages of Need Assessment Process
The needs assessment process is a two stage endeavor
Pre–assessment and assessment
Pre-assessment
Planning for data collection :
Appraising the situation
Evaluating methods in light of appraisal
Selecting most appropriate strategy
Assessment
Implementing assessment strategy:
Collecting data
Organizing & analyzing data
Feeding back data and/or analysis to client system &
revising as needed.

11. Pre-Assessment
Ascertain the situation being assessed. Information
gathered gives a criteria to judge appropriateness of
available assessment methods
Recognize various assessment methods , their limits
and capabilities and the manner in which they work
Synthesize the information to determine most
appropriate assessment method

12. Criteria for Selecting
Needs Assessment Methods
Before deciding between two or more options same
basis for selection must exist
The amount of time available
The perceived relevance to the work situation
Pre-Assessment

13. What resources are required / available for assessment
What is the extent of involvement by needs assessment
consultant & client system in design & administration of
data collection effort
How “healthy” is the client system?
Who is to be involved in the data collection?
What does the client system intend to do with the
assessment ?
Checklist for Selection Criteria
Continued …
Pre-Assessment

14. Do the client system’s decision makers have a preference
for one data collection method over another?
To what extent does the client system already know the
needs?
How much time lag can exist between collecting the data
and taking action?
What types of needs are to be uncovered ?
Checklist for Selection Criteria
Continued …
Pre-Assessment

15. How reliable or valid must data be for the client system
to act on it.
How confidential must information be kept?
What is the level of trust between the client system and
the consultant in the needs assessment effort? How
good is the relationship?
How comfortable is the consultant with a particular
method?
Checklist for Selection Criteria
Pre-Assessment

16. Methods or techniques includes:
Interviews
Work samples
Tests
Key consultants
Questionnaires
Print media
Records and reports
Group discussions
Observations
Methods or Techniques
To help identify Trg & Dev Needs of groups & organization
Pre-Assessment

17. Need Assessment Continuum
Least
Intrusive
Most
Intrusive
Group DiscussionKey Consultations ObservationInterviews Questionnaires Tests Observations Work Samples Print Media
Pre-Assessment
IntrusiveContinuum

18. Evaluating Assessment Methods
Relating criteria
to the appropriate assessment method
forms the heart of situational approach to needs assessment
Assessment methods can be evaluated
by examining degree of Intrusiveness
of each method i.e.
Least Intrusive
Most Intrusive
Approach recognizes :
Dynamic state between two elements
Health of the client system.
Level of trust between client system and consultant
Pre-Assessment

19. Postulates
Throughout the pre-assessment stage
the following four postulates should be respected
Conservation energy
Methods potpourri
Never use one when two will do
A good blend promotes strength, resulting in improved
reliability of the needs data
Freedom to respond.
Reduce control & increase method’s flexibility to allow
client to respond in the ways considered important
Response prerequisite
Indicate to decision makers that you expect an
appropriate response to assessment data
Pre-Assessment

20. Basic Assessment Methods
Observation
Can be
Technical
Functional
Behavioral
May be unstructured
Can be used to distinguish between
Effective & ineffective behaviors
Organizational structures, or processes.
Continued…
Pre-Assessment

21. Basic Assessment Methods
Questionnaires
May be used to survey a random of stratified sample of
respondents or an entire “population”
Can use a variety of question formats
May be in the form of Q-sorts or slip-sorts, or rating
scales
May be self administered (by mail)
Key Consultations
Obtains data from people who, by virtue of their formal
or informal standing, are likely to know the training
needs of a particular group
Continued…
Pre-Assessment

22. Print Media can include:
Professional Journals
Legislative News/Notes
Industry “Rags”
Trade Magazines
In-house Publications
Interviews Can be:
Formal or Casual
Structured or Unstructured
Somewhere in between
Used with (Board, Staff, Committee).
Done In person.
Basic Assessment Methods
Continued…
Pre-Assessment

23. Basic Assessment Methods
Group Discussion
Resembles group interview
Can focus on
job (role) or
group problem analysis
group goal setting or
group tasks or
Themes
Uses familiar group facilitating techniques
Tests
Are a hybridized form of questionnaire
Can be very functionally oriented
May be used to sample learned ideas
Can be given with or without an aide
Continued…
Pre-Assessment

24. Records and Reports
Can consist of :
Organization charts
Planning documents
Policy manuals
Audits
Grievances
Accident
Work Samples
Are like written observations
Can be part of the firm’s actual work
Basic Assessment Methods
Pre-Assessment

25. Assessment
During pre-assessment :
Situation has been appraised
Alternative methods have been evaluated
Most appropriate method has been selected
Assessment Stage is composed of :
Collecting data
Organizing and analyzing data
Feeding back the findings to client system

26. Assessment
Collecting data
Depends on prior resolution of important issues
First
Assessor should have
determined whether to assess :
Internal groups
Org employees
Clerical personnel
Management
Professional & technical staff
External groups
Customers
Clients
Patients
Consumers

27. Assessment
Collecting data
Depends on prior resolution of important issues
Second
Assessor should have
established whether to sample :
A cross-sectional group representing :
Various departments,
Occupational levels, and
Demographic characteristics, or
A target group consisting entirely of :
People representing one job classification,
Department or
Demographic variable (such as sex, age, or
level of education).

28. Assessment
Collecting data
Depends on prior resolution of important issues
Third
Assessor should have
Decided whether to assess :
Those with ”felt needs (“I need training in …”) or
Those with “perceived” needs (“they need training in …”)

29. Assessment
Collecting data
At the assessment stage
practitioner is concerned with answering three questions
How large should the potential respondent group be to
provide an appropriate sample ?
How should that sample be selected ?
How can accurate and complete information be
maximally obtained ?.

30. Determining Sample Size
•Actual number of participants depends on :
–Methods employed
–Requirement of statistical analysis method used
–Constraints placed on assessor by organization
•To get an ideal sample :
–Consultation with a statistician is helpful
–Certainty is of utmost importance
–Confidence in the method selected essential
–Constraints on resources be minimized
Assessment
Exact number of sample requires carefully considering
Certainty, confidence and constraints

31. Traditionally respondents are selected through :
Random Method (Mailing questionnaire to every
tenth employee )
Planned sample (assessing larger population and
choosing similar characteristics
Assessment
Selecting the respondent group

32. Number of employees In organization --------------------------------------
Number of employees in the sample -----------------------------------------
Assessment
Planning a Representative Sample
No of Employees
Needed For sample
Percentage of total
No of Employees
No of Employees
Mgmt
Employees
Classification
ProfessionalSkilledClerical
Un-
skilled
Semi
Skilled

33. •After determining the strategy
•After projecting sample size
•Maximize return from selected method
•Techniques :
–Notify participants in advance
–Use a letter or memo to schedule and remind
–Plan to be persistent and flexible
Assessment
Obtaining Complete Information

34. •While designing questionnaire use simple, clear &
understandable words
•A trial run can save time and misunderstanding
•Telephone surveys should be brief and conducted by
trained people
Assessment
Obtaining accurate information
Obtaining
accurate information
is as important as
selecting an adequate sample

35. Presenting / Revising data
In deciding
who should
receive the report,
the following questions
How many people need to know the results?
Do they need to know preliminary results (raw data)?
Do they need to know final results (conclusions,
priorities)?
What did original contract promise (implicitly /explicitly)
Do nonparticipating groups expect to see results ?
Who will be involved in the next phase ?
Do people identified above 6 need to be involved in the
feedback session?

36. Presenting / Revising data
When presetting data
to management
three key rules
should be kept in mind
Managers have feelings, pride, and emotions
Presence of someone who can deal with emotionally
charged questions is a great help in getting managers to
understand & accept the needs assessment findings
Data recipients like to play the “who said what” game
Managers can absorb only so much. Structure the
presentation to minimize information overload.

37. THANK YOU

38. Training Needs
Designing of
Training
Preparation
For Training
Conducting
Training
Training
Evaluation
Training
Cycle