This presentation addresses the needs assessment process, and looks at current key areas of influence that are driving the progression and importance of analyzing organizational needs to optimize organizational success. The dilemma for many organizations is finding a decisive approach toward making sure that their workforce is prepared and competent to handle the technological and environmental changes that are likely to affect the business of the organization. However, the first step to linking organizational goals and objectives to organizational performance requires the establishment of a comprehensive evaluation process that identifies performance needs, gaps, and inadequacies. NEXT SLIDE
Needs Assessment - Hrd 845/441
Deborah L. Cooper Submitted in Partial Fulfillment for the Requirement of MHRD 845/441 December, 2008 Current Trends Influencing the Needs Assessment Process
Needs Assessment <ul><li>Systematic problem identification process </li></ul><ul><li>Gupta (2007) stated, “A needs assessment frames the problems or opportunities of interest and builds relationships among people and groups who have a stake in the issue” (p. 20). Gupta, further stated the needs assessment not only builds relationships among stakeholders, it clarifies problems or opportunities, sets targets for future achievement and presents valuable data for decision-making. </li></ul>
Current Trends <ul><li>Need for Performance Management </li></ul><ul><li>Justification of Training and Development </li></ul><ul><li>Advancing Technology </li></ul>
Performance Management <ul><li>Increasing number of organizations emphasizing performance management as a strategic effort to develop and improve their human capital capacity </li></ul><ul><li>in an effort to compete in the global economy. </li></ul><ul><li>Optimization and viability of an organization now relies on the ability to have an engaged, innovative, highly performance based workforce. </li></ul>Performance management is a set of organizational activities or processes aimed at coordinating and enhancing work activities and the performance of individuals within the organization.
Justification of Training and Development <ul><li>Training is a valuable performance improvement tool that builds employee proficiencies. </li></ul><ul><li>Return on Investment (ROI) - management wants to know that money spent on training and development of the workforce is necessary and cost effective. </li></ul><ul><li>Training initiatives must be linked to organizational objectives before performance changes take place. </li></ul>
Advancing Technology <ul><li>Core HR applications are now complemented by deliberate technological solutions </li></ul><ul><li>Offers the ability to obtain, manage, and analyze large amounts of data </li></ul><ul><li>Workforce processes can be automated </li></ul><ul><li>Training and development delivered anytime </li></ul><ul><li>Automated needs analysis processes </li></ul>Organizations have a great need for organized, accessible methods of data collection, storage, and analysis
Needs Assessment is necessary because…. <ul><li>Effective Performance Management relies on the identification of specific problems and opportunities. </li></ul><ul><li>Effective Training and Development Initiatives require needs to be linked to organizational goals and strategies. </li></ul><ul><li>Advanced Technology provides a means of obtaining, managing, and analyzing large amounts of data in a timely manner. </li></ul>
Swanson (2007) stated, <ul><li>“ The case for engaging in a front-end analysis is a practical one” (p. 9). The result for an organization is the accurate connection to achievable and manageable performance improvement. Swanson further stated, “Analysis reduces the amount of perceived chaos in the organization through professional expertise and purposeful inquiry” (p. 9). </li></ul>
References Afiouni, F. (2007, September). Human resource management and knowledge management: A road map toward improving organizational performance. Journal of American Academy of Business. 11 (2), 124-130. Alleyne, C., Kakabadse, A. & Kakabadse, N. (2007). Using the HR intranet: An exploratory analysis of its impact on managerial satisfaction with the HR function. Personnel Review. 36 (2), 295-310. Brown, J. (2002, winter). Training needs assessment: A must for developing an effective training program. Public Personnel Management, 31 (4), 569-578. Cheng, M-I., Dainty, A. & Moore, D. (2005). Implementing a new performance management system within a project-based organization. International Journal of Productivity and Performance Management, 56 (1), 60-75. Eerde, W., Tang, K.C. & Talbot, G. (2008). The mediating role of training in the relationship between training needs assessment and organizational effectiveness. The Journal of Human Resource Management. 19 (1), 63-73. Grant, J. (2002).Training needs assessment: assessing the need. British Medical Journal . 324 , (7330), 156-159. Gupta, K., Sleezer, C. & Russ-Eft, D. (2007). Practical Guide to Needs Assessment (2nd ed.). Pfeiffer. Houston, J. & Clarke, R. (2008). Moving Beyond “Data Rich, Knowledge Poor” in Human Resources. Retrieved November 18, 2008 from http:// public.deloitte.com/media/0524/us_BNET_movingbeyond_WorkIntelligence_0908.pdf
References <ul><li>Hylton, A. (2002, July). Measuring & Assessing Knowledge-Value & The Pivotal Role of the </li></ul><ul><li>Knowledge Audit. Retrieved November 18, 2008 from http://www.providersedge.com/docs/km_articles/Measuring_&_Assessing_K-Value_&_Pivotal_Role_of_K-Audit.pdf </li></ul><ul><li>Kirchhoff, J. (2006). Why performance management improves human capital ROI. Retrieved </li></ul><ul><li>November 18, 2008 from http://www.shrm.org/research/briefly_published/ROI%20Series_%20Why%20Performance%20Management%20Improves%20Human%20Capital%20ROI.asp </li></ul><ul><li>Lawler, E., & McDermott, M. (2003). Current performance management practices. World at </li></ul><ul><li>Work Journal, 12 (2), 49-60. </li></ul><ul><li>Lorenzet, S.J., Cook, R.G. & Ozeki, C. (2006). Improving performance in very small firms </li></ul><ul><li>through effective assessment and feedback. Education and Training. 48 (8/9), 568-583. </li></ul><ul><li>Moorman, R. H. & Wells, D.L. (2003). Can electronic performance monitoring be fair? </li></ul><ul><li>Exploring relashionships among monitoring characteristics, perceived fairness and job performance. Journal of Leadership & Organizational Studies. 10 (2), 2-16. </li></ul><ul><li>Swanson, R. (2007). Analysis for Improving Performance: Tools for Diagnosing Organizations </li></ul><ul><li>and Documenting Workplace Expertise. (2nd ed). Berrett-Koehler. </li></ul><ul><li>Tao, Y., Yeh, C.R., & Sun, S. (2006). Improving Training needs assessment processes via the </li></ul><ul><li>internet: system design and qualitative study. Internet Research.16 (4), 427-449. </li></ul><ul><li>Wearner, J. & DeSimone, R. (2006). Human Resource Development (4th ed.). Thomason South- </li></ul><ul><li>Western. </li></ul>
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