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Needs assessment


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  • 1. Presented By: • • • • • Pritam Sarkar Neha Dinesh Kumar Arjun Kumar Thapa Rushikesh Dawande Zeeshan Khan
  • 2. TRAINING NEEDS ASSESSMENT TRAINING NEEDS • Gap between the present level of actual performance and preferred performance that can be narrowed through training. • An outline of desired skills and abilities to be developed in order to improve the performance of the organization.
  • 3. TRAINING NEEDS ASSESSMENT 100 % 90 % standard/preferred performance GAP-TRAINING NEEDS 75 % present level of actual performance 50 % SKILLS, KNOWLEDGE AND ATTITUDE TRAINING REQUIREMENTS 0%
  • 4. Why Conduct a Needs Assessment? • To guide decision-making. • To provide justification for decisions before they are made. • To provide a systemic perspective for decisionmakers. • To allow for interdisciplinary solutions for complex problems. • To offer a replicable process that can be used over and over again. • To focus partners on shared understanding of issues and shared goals.
  • 5. What is a Needs Assessment? A systematic process of asking questions, comparing answers, and making informed decisions about what to do next to improve human (or organizational) conditions and performance.
  • 6. Why is Needs Assessment Necessary in Training? • Training may be incorrectly used as a solution to a performance problem. • Training Programs may have the wrong content, objectives, or methods. • Trainees may be sent to training programs for which they do not have the basic skills or confidence needed to learn. • Training will not deliver the expected learning, behaviour change or financial results that the company expects.
  • 7. Causes for Assessment • • • • • • • Lack of Basic Skills. Poor Performance. New Technology. Customer Requests. New Products. Higher Performance Standards. New Jobs.
  • 8. Outcomes of Assessment • • • • • • • What Trainees Need To Learn. Who Receives Training. What Training Method Is Appropriate. Frequency Of Training. How Training Should Be Evaluated. How To Facilitate Transfer Of Training. Training Versus Other HR Options Such As Selection Or Job Redesign.
  • 9. Techniques Of Assessments • Observation Generates Data Relevant To Work Environment. Minimizes Interruption Of Work. • Questionnaires Inexpensive. Can Collect Data From A Large Number Of Persons. Data Easily Summarized.
  • 10. • Interviews Can Explorer Unanticipated Issues That Come Up. Questions Can Be Modified. • Focus Groups Useful With Complex Or Controversial Issues That One Person May Be Unable Or Unwilling To Explore. Questions Can Be Modified To Explore Unanticipated Issues.
  • 11. • Documentation Good Source Of Information On Procedure. Objective. Good Source Of Task Information For New Jobs And Jobs In The Process Of Being Created. • Online Technology (Soft wares) Objective. Minimizes Interruption Of Work. Requires Limited Human Involvement.
  • 12. Components of training needs assessment • Strategic/organizational analysis • Task/job needs analysis • Person analysis
  • 13. Organizational needs assessment – In conducting organizational analysis, the company may consider issues like: • • • • • • • Increased competition for old and new business. Increased needs on cooperation among companies. Business strategies of the rival companies. Research and innovation. Merger, acquisition, diversification and expansion. Automation and modernization. Manpower plan on hiring, retrenching and deployment of stall
  • 14. Task analysis / job needs assessment – The process of collecting information regarding the job, for use in developing training programs, is often referred to as task analysis or job needs analysis. – Task analysis explains what must be done to perform a job or complete a process successfully. – Task analysis means detailed examination of a job role to find out what are the • knowledge, skill, attitude, motives, values and self concept needed in people for superior or effective performance.
  • 15. • There are four steps involved in task analysis: – Develop a list of task statements – Develop list of task clusters – Develop a list of KSAs (Knowledge, skills and attitude) – Assess the importance of tasks
  • 16. Person needs analysis – A person needs analysis identifies gaps between a person’s current capabilities and those identified as necessary or desirable. – Person needs analysis can be either broad or narrow in scope. • The broader approach compares actual performance with the minimum acceptable standards of performance. • The narrower approach compares an evaluation of employee proficiency on each required skill dimension with the proficiency level required for each skill.
  • 17. Process of training needs analysis 1. Identifying the objectives of the organization. 2. Appointing a training coordinator. 3. Gathering information about the skills and abilities of the individuals. 4. Analyzing that information. 5. Identifying the gaps & drawing a training plan.