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Assessing HRD

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Title: Assessing HRD


1
Assessing HRD
  • Chapter 4

2
Learning Objectives
  • Discuss the purpose and advantages of conducting
    a needs assessment
  • State the purpose of conducting a
    strategic/organization analysis, and describe
    four issues it is intended to address.
  • State the purpose of conducting a
    strategic/organization analysis, and describe
    four issues it is intended to address.
  • Discuss the five steps that can be used to
    conduct a task analysis.
  • Explain the importance of identifying individual
    performance deficiencies and development needs in
    planning and developing training and HRD
    programs.
  • Describe and explain the person analysis.
  • Explain the importance of prioritizing training
    and HRD needs.

3
Needs Assessment
  • It is a process by which an organizations HRD
    needs are identified and articulated.

4
Needs Assessment can identify
  • Organizations goals and its effectiveness in
    reaching these goals
  • Gaps between employees skills and the skills
    required for effective current job performance
  • Gaps between current skills and skills needed to
    perform the job successfully in the future
  • The conditions under which the HRD activity will
    occur

5
The HRD Process A DImE
6
What is a Need?
  • A discrepancy between expectations and
    performance
  • Not only performance needs involved

7
Various Types of Needs
  • Performance
  • Diagnostic
  • Factors that can prevent problems from occurring
    (see p. 130)
  • Analytic
  • Identify new or better ways to do things
  • Compliance
  • Mandated by law or regulation

8
Traps in Needs Assessment
  • Focusing only on individual performance
    deficiencies
  • Doesnt fix group of systemic problems
  • Starting with a Training Needs Assessment
  • If you know training is needed, why waste
    everyones time?

9
Traps in Needs Assessment 2
  • Using Questionnaires
  • Hard 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

10
Levels of Assessment
  • Organization
  • Where is training needed and under what
    conditions?
  • Task
  • What must be done to perform the job effectively?
  • Person
  • Who should be trained and how?

11
Why Strategic Assessment is Needed
  • 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

12
Sources of Strategic Information
  • Mission statement
  • HRM inventory
  • Skills inventory
  • Quality of Working Life indicators
  • Efficiency indexes
  • System changes
  • Exit interviews

13
Task Analysis
  • The collection of data about a specific job or
    group of jobs
  • What employee needs to know to perform a job or
    jobs

14
How to Collect Information For a Task Analysis
  • Job descriptions
  • Task analysis
  • Performance standards
  • Perform job
  • Observe job
  • Ask questions
  • Analysis of problems

15
Steps in conducting a task analysis
  • Develop job description
  • Identify job tasks
  • What should be done
  • What is actually done
  • Describe KSAOs needed
  • Identify potential training areas
  • Prioritize potential training areas

16
Task Analysis for HRD Position
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.
17
Person Analysis
  • 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

18
Performance Appraisal in person analysis
  • Relied on heavily in person analysis
  • Hard to do
  • Vital to company and individual
  • Should be VERY confidential
  • Based too often on personal opinion

19
The Employee Appraisal Process
By Permission Herbert Doverspike (1990)
20
Performance Appraisal Process
  • 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

21
Prioritizing HRD Needs
  • There are never enough resources available
  • Must prioritize efforts
  • Need full organizational involvement in this
    process
  • Involve an HRD Advisory Committee.

22
Warning!!
  • HRD cannot become a slow-acting bureaucracy!!
  • The Attack on ISD article (Text p. 156)
  • HRD must respond to corporate needs
  • HRD should be focused on performance
    improvement, and not just training

23
Summary
  • Why is needs assessment so often not performed in
    many organizations?
  • Why should organizations care about needs
    assessment?
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