Training Needs Assessment Nordic 2009Presentation Transcript
Training Needs Assessment Nordic Seminar in Reykjavik September 28th – October 1st 2009 Árný Elíasdóttir
Agenda What forces affect workplace learning? Systematic and Strategic Training Design Training Needs Assessment
Training Needs Assessment Definition TNA models Performance problems causes Four types of needs TNA tools Resources Examples
Forces Influencing Today´s Workplace The economic situation Competitivness Customer service emphasis Globalization and multicultural environment Increased value placed on competencies Increased demand for strategic training ?
The Outcome of Workplace Learning/Training and Development Competent employees for better results and job satisfaction
Human Resource Management Recruitment and selection Training and development Labor relations Pay and benefits Performance appraisals and feedback George, J.M. & Jones, G.R. (2003)
Training Defined Training is the systematic process of providing an opportunity to learn knowledge, skills and attitudes for current or future jobs. Part of the organization´s performance systems and continiuos quality improvement Training provides the opportunity for learning, and development is the result of learning Blancard, P. N. og Thacker J.W. (2007). Effective Training. Systems, Strategies and Practices: 21 Planned effort by an organization to facilitate learning of job-related behavior on the part of its employees. Wexley, K. & Latham, G. (2002). Developing and Training Human Resources in Organizations :2 What the organization provides to help employees to become more effective and satisfied individuals and employees Rossett, A.. (2001). Beyond the Podium: 9
Systematic and Strategic Training
Alligned to the organization´s vision, strategy and goals
Builds needed competencies
Continuous learning, knowledge sharing and creating
Management participation and commitment
Employees commitment and initiative
Systematic (The Training Design Process)
Organisation´s Vision, Strategy and Goals Analyse Evaluate Implement Design Develop The Training Design Process Meta (Evaluate)
Training Needs Assessment “If you don´t know where you are going, any place will do”
TNA - defined TNA is a systematic method for determining what caused performance to be less than expected in order to make effective decisions or recommendations about what should happen next Sometimes the recommendations involves training; sometimes not Adapted from Blanchard, N.P. & Thacker, J.W.(2007) and Rossett, A. (1999).
Training Needs Assessment Optimal competencies/performance Causes/ obstacles The GAP Actual competencies/performance
Training Needs Assessment/Analysis Organizational Analysis
Training needs Outcome Performance GAP: Optimal performance – Actual performance Trigger: Actual performance ≤ Optimal performance Operational /Job Analysis
Regulations, laws etc.
Non- training needs Outcome Person Analysis
competencies Adapted from Blanchard, N.P. & Thacker, J.W.(2007) and Rossett, A. (1999).
Two types of training gap Skills or knowledge gap route Business gap route Rework rate of 10% Need to use Word TNA Who does the most rework? How to produce a letter Design Coach in causes of rework Attend Word course Delivery Produce letter Evaluation Rework rate 0% Outcome Adapted from Kearns, P.(2005:30)
Competencies defined Knowledge, skills, attitudes, behaviors and personal traits which the employee uses to good performance on the job.
Competencies Specifications Source: Nordhaug, O. (1998)
Job/competencies description TITLE: Advertising & Sales Coordinator" JOB SUMMARY: To coordinate sales and merchandising programs that originate in the purchasing department and are offered to our retail customers. ESSENTIAL FUNCTIONS: 1. Advertising coordination: Coordinates weekly sales programs and special promotions for retail customers based on merchandise purchased. 2. Special events: Assists the purchasing department EDUCATION: BA in Business COMPETENCIES: Market knowledge Product knowledge Customer knowledge Communication skills Reporting skills Be able to use customer relations systems Be able to cope with stress Contribute to cooperative solutions Suggest improvements Positive attitude towards changes
Job/competencies description TITLE: Cleaning Agent JOB SUMMARY: To clean office buildings ESSENTIAL FUNCTIONS: Service, clean, and supply restrooms. Empty and clean trashcans. Clean building floors by mopping or vacuuming them. Follow procedures for the use of chemical cleaners and power equipment, in order to prevent damage to floors and fixtures. Greet client company employees and consult them before cleaning when needed. Clean smudge from windows, glass partitions, and mirrors, using soapy water or other cleaners. COMPETENCIES: Be able to use and maintain machines and tools Knowledge of the chemical composition and be able to use them according to procedures Dependability Concern for details. Active Listening Cooperation Integrity and honesty. Independence .
Adapted from Rossett, 1999
Needs Rollout/New approaches Introducing something new: New products, new software, new procedures Line managers assign more HR responsibility Problem Complaints about the service, sales drop, employees do not use information technology, accidents Communication/cooperation problems People Development Prepare employees for changes Strategy Development Facilitating dialogue Adapted from Rossett, 1999
TNA Tools Interviews Focus Groups Observation Surveys and questionnaires
Resources Strategy, vision, goals ad plans Laws and regulations Competencies definitions/job descriptions Supbject Matter Experts (SME) Managers/Supervisors Employees Performance Reviews Employees Survey Customer Service Survey Complaints Statistic: Accidents, absence Articles, books Studies, research Observations Exit Interviews Learning Outcomes/Plans
Example You get a call from, Anna, the human resource manager at a construction company. “Now we have to focus on safety training - we have had too many accidents this year. Can you help?” What do you do?
TNA Source Suggested questions
Possible Solutions Improving processes Job Aids Employee Training Improving information sharing/intranet Support/Coaching Reviewing job/competencies descriptions Management Training Improving Performance Reviews Reviewing strategy/outcomes
Summary For more effecitve learning organizations need structured and strategic approach to learning Needs analysis is an effective tool for determining the real need for training Competencies specifications Performance gaps/problems identified Muliple sources and tools Training solutions and non training solutions
References and sources Blancard, P. N. og Thacker J.W. (2007). Effective Training. Systems, Strategies and Practices. Upper Saddle River, NJ: Prentice Hall. Herdís Þorgrímsdóttir (2006). Training in State Run Organizations. MA thesis. Reykjavík: University of Iceland. Kearns, P. (2005). Evaluating the ROI from Learning. London: CIPD. Lubke, J. E. (2001). Employee Development – Analysis Processes. A Practical Inquiry. University of Minnesota. Nordhaug, O. (1998). Competence Specificities in Organizations. A Classificatory Framework. International Studies of Management and Organization. 28 (1). Rossett, A. (1999). FirstThings Fast. A Handbook for Performance Analysis. San Francisco, CA: Jossey-Bass/Pfeiffer Wexley, K. & Latham, G. (2002). Developing and Training Human Resources in Organizations. Upper Saddle River, NJ: Prentice Hall.