Title: Assessing HRD
1Assessing HRD
2Learning 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.
3Needs Assessment
- It is a process by which an organizations HRD
needs are identified and articulated.
4Needs 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
5The HRD Process A DImE
6What is a Need?
- A discrepancy between expectations and
performance - Not only performance needs involved
7Various 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
8Traps 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?
9Traps 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
10Levels 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?
11Why 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
12Sources of Strategic Information
- Mission statement
- HRM inventory
- Skills inventory
- Quality of Working Life indicators
- Efficiency indexes
- System changes
- Exit interviews
13Task Analysis
- The collection of data about a specific job or
group of jobs - What employee needs to know to perform a job or
jobs
14How to Collect Information For a Task Analysis
- Job descriptions
- Task analysis
- Performance standards
- Perform job
- Observe job
- Ask questions
- Analysis of problems
15Steps 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
16Task 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.
17Person 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
18Performance 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
19The Employee Appraisal Process
By Permission Herbert Doverspike (1990)
20Performance 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
21Prioritizing HRD Needs
- There are never enough resources available
- Must prioritize efforts
- Need full organizational involvement in this
process - Involve an HRD Advisory Committee.
22Warning!!
- 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
23Summary
- Why is needs assessment so often not performed in
many organizations? - Why should organizations care about needs
assessment?