Download to read offline
Uploaded byJohn Sihotang, Dr, MM, Ir
Learning Need Assessment Concept & Implementation.pptx
The document discusses learning need assessment (LNA), which involves accurately establishing an individual's existing competency through self-assessment before training. This ensures the individual receives the correct training level. The LNA considers whether the individual has prerequisite skills or if their skill level is too high. Proper planning based on LNA optimizes benefits to the company and individual. The document outlines different LNA approaches, including strategic needs analysis, competency-based assessment, job and task analysis, and new training needs analysis. It provides examples of how to conduct each approach and identify individual training needs.
More Related Content
Similar to Learning Need Assessment Concept & Implementation.pptx
Learning Need Assessment Concept & Implementation.pptx
- 1.
- 2. • The objectiveof the LNA is to accurately establish the existing competency of the individual, based on the individual's self-assessment (rather than by an external training facilitator), before commitment is made to training. • This ensures that the individual receives the correct training. • If the individual does not have the necessary prerequisite skills the training uptake will not be sufficient to justify the training (a wasted investment). • If the individual's existing skill level is too high, the training effort (investment) will be spent at a level too low to maximise the benefits. • Proper planning of training, based on the LNA, optimises the benefits to the company and the individual Background Landasan Teori
- 3. LADASAN TEORI LNA Overview NeedAssessment Overview
- 4. Training Center • Theobjective of the LNA is to accurately establish the existing competency of the individual, based on the individual's self-assessment (rather than by an external training facilitator), before commitment is made to training. • This ensures that the individual receives the correct training. • If the individual does not have the necessary prerequisite skills the training uptake will not be sufficient to justify the training (a wasted investment). • If the individual's existing skill level is too high, the training effort (investment) will be spent at a level too low to maximise the benefits. • Proper planning of training, based on the LNA, optimises the benefits to the company and the individual Why Conduct LNA ? Landasan Teori
- 5. Training Center Trigger Situation DeficienciesOpportunities Strategic Vision Fulfillment Emergency Change Fad Proactive Reactive Adaptive Reversive • Top down Approach • External Consultant Partcipation Unacceptable performance level : • Customer dissatisfaction •High reject rate, • etc • External change (merger, acquisition, new tech, etc) •Internal change (invention, transformation, etc) Solution Was Acquired Without Any Study •Need To Force-Fit To Organization Needs • Reverse process •Standard Training •Mandatory (Corporate dan Divisi Program) •Yearly Program • Customized Program • On-request • Datel Program • Monthly Program • Standard Program • Mandatory Program • Division Program • Yearly/Semesterly Program • Customized Prog. • On-request • Corporate/Division Program • Quarterly Program LNA CATEGORIES Program Type Feature Landasan Teori
- 6. Training Need Competency Gap NewSKA Need Job & Training Profile Competency Model SKA Gap LEARNING NEED ASSESSMENT TYPE, METHODS & OUTPUT Landasan Teori Strategic Needs Analysis Competency- Requirement Analysis Job and Task Analysis New Training Needs Analysis • Interview • Focus group • Survey • Interview • Questionnaire • Focus group • Observation • Interview • Focus group • Survey or Questionnaire • Observation • Interview • Focus group • Survey or questionaire • Obeservation • Process map • Market Need • Organization Need Performance Gap New Training Gap LEARNING NEED ASSESSMENT
- 7. • Examine existingperformance problem (reactive) or address new and future performance needs (proactive) in the contex of organization’s business strategy • Develop longterm performance improvement plan Purpose • Link performance improvement needs to business strategy of organization • Identify performance improvement opportunities at organizational, process, and job level When to use ? 1. Strategic Needs Assessment Approach 1. Phase I : Assess Current Situation - Identify Key business issue, Length problem existed, Consequences of not solving problem, business process affected, performance improvement goals and obstacles to success 2. Phase II : Examine External Environment - Consulted industry and trade journals and reviewed customer satisfaction survey 3. Phase III : Examine Internal Environment - Review business plan for applicability to the changing environment 4. Phase IV : Chart Future Environment : draw up plans for what would be needed to regain lost market share 5. Phase V : Develop Performance Improvement Plan - assess the organization’s readiness for change 6. Phase VI: Identify Skill, Knowledge and Attitude (SKA) Gap 7. Phase VII : Identify Individual Training Need Landasan Teori
- 8. • Identify knowledge,skill, and attitude for job superior job performance • Build success profile for job functions Purpose • Identify competencies for managerial, supervisory of professionals jobs • Measure proficiency levels of people • Develop standardized training • Develop performance management systems (recruiting, hiring, promoting, or career planning) When to use ? 1. Phase I : Develop a Project Plan Establish Parameters : Define purpose (training, pm,cp,etc), How many competency model must be created ? Identify Key Players : Who involved ? (Steering commite, HR Mgr, SME, Target audience, etc ) Develop Work Plan : Make schedule of events 2. Phase II : Conduct Behavioral Interviews Obtain Preliminary Information :Ask their job responsibilities Obtain Behavioral Information: Identify main responsibilities, SKA needs, result/ouput 3. Phase III : Conduct Competency Model Create Competency Dictionary : Define Core Clusters to the Job function (Sales, Administration, Engineering, etc) Create Competency Model : Define Dimensions and Core Clusters to Specific Job Function ( JAM, AM, SAM, EAM, AR, etc) 4. Phase IV : Assess Competency Gap Identify Gaps : Develop question and ask respondents to rank values and attitudes use Likert scales. Analyze Result 5. Phase V : Identify Individual Training Need 2. Competency-Based Assessment Approach Landasan Teori
- 9. Dimensions AM SAM EAM CoreClusters 1. Leadership : Uses the company vision to help others achieve personal and organizational goals Influencing Coaching Influencing Coaching Influencing Vision 2. Interpersonal : Projects an attitude that is positive, perceptive, and sensitive to audience needs Articulation Listening Self-Awareness Articulation Listening Self-Awareness Articulation Listening Self-Awareness 3. Knowledge of Industry : Maintains an up-to- date understanding of the industry journals, attending meeting and conventions, and nw Product Knowledge Market Knowledge Product Knowledge Market Knowledge Product Knowledge Market Knowledge 4. Management : Uses company resources and personal to meet or exceed company goals Decision making Decision making Budget control Staffing Team building Decision making Budget control Staffing Team building 5. Sales Skill : Meets or exceeds sales goals by anticipating and responding to clients needs for services and products Prospecting Presentation Persuasion Customer Service Presentation Persuasion Customer Service Presentation Persuasion Customer Service 6. Personal Attribute : Possesses values, attitudes, qualities, and behavior that are consistent with the industry and the organization’s standards Initiative Integrity Flexibility Initiative Integrity Flexibility Initiative Integrity Flexibility Competency Model – Sales (I) Landasan Teori
- 10. Dimensions I II III CoreClusters 1. Personal : A reflection of some aspect an individual’s maturity in relation to others and to work Self confidence Initiative Achievement Orientation 2.Thingking : An understanding of and reflection on complex matters Conceptual thinking Information seeking Creative thinking 3. Technical : Function-specific knowledge and skills Sound Business Understanding 4. Relational : Leadership, management, and interpersonal skills Leadership Interpersonal Understanding Teamwork and Cooperation Competency Model – Branch Manager (II) Sound Business Understanding : Have understanding of all business operation, including finance, marketing, product development, government regulation, business strategy, and seasonal trends, act as business partner and/or advisor in business decision. Provide insight to new-product development; act as continuous source of information and insight into local competition; keep a breast of industry changes and developments, interpret business trends, and make sound decision accordingly; and identify long-term business opportunities and encourage the bank to take advantage of them Landasan Teori
- 11. • Determine responsibilitiesand task necessary to perform a job Purpose • Develop new job descriptions or revise existing position profiles • Identify task listing for new or redesigned job functions, knowledge, skills and abilities, and standards • Develop consistent training requirements, especially for technical and specialized jobs. When to use ? 1. Phase I : Prepare Identify High Performers Prepare Job Analysis Questionnaire Prepare Materials 2. Phase II : Conduct Job Task Analysis Work Session Refine Job Responsibilities Identify Job Task Identify Training Requirement Define Job & Training Profile 3. Phase III : Conduct Performance Assessment Prepare a preliminary draft Present the draft to supervisor Approve by Human Resources 4. Phase IV : Analysis Training Gap Identify Individual Training Need 3. Job and Task Analysis Approach Landasan Teori
- 12. Job Title :Marketing Manager ; Department : Marketing – Corporate : Location : Bandung Job Responsib. Job Task Competencies Req. Training Requirement Develop Advertisement •Define client needs •Write and copy •Establish report with newspaper representatives •Track and response •Manage Advertising •Grammar, •Understand the process of placing ads, •Math, Organizational, ability to meet deadlines, •Interpersonal & Word processing •Feature and process of writing advertisement, •time management Maintain and develop customer communication •Call customer once a quarter •Respond to phone inquiries •Mail appropriate materials to customer •Request referrals •Interpersonal skills, •Ability to handle multi task, •Follow-through skills, •Product knowledge • Time Management •Communication •Product information •Stress management Develop Public Relations • Attend chamber of commerce meeting •Identify community charities •Identify and participate in community activities •Write articles for local news. •Conduct presentation at college, and profesion. meet. • Grammar •Community awareness •Interpersonal •Writing •Assertiveness •Presentation • Communication •Market research •Interpersonal skills Contoh Job & Training Profile Landasan Teori
- 13. Job Title :Marketing Manager ; Department : Marketing – Corporate : Location : Bandung Job Responsib. Job Task Competencies Req. Training Requirement Develop Direct Mail •Write promotional materials, newsletters, pamphlets •Identify potential audience •Maintain database •Evaluate vendor services and pricing structure •Track response rate •Grammar, •Math •Market research •Database management •Analytical •Computer •Writing •Database •Management •Marketing •Desktop publishing Benchmark Company Performance •Review competitor’s material •Review industry litertature •Attend professional association meetings •Knowledge of competition •Awareness of industry publications, •Research techniques •Analytical •Interpersonal Skills • Communication •Market research •Interpersonal Skills Job & Training Profile (Lan.) Landasan Teori
- 14. • Identify knowledgeand skills to perform a job • Revise or update existing training program • Develop new training program Purpose • Implement new technology • Identify training needs • Develop training plan When to use ? 1. Phase I : Gather Preliminary Data Identify the trigger need for training of target group cause of performance deficiencies, New technology, Career change, Retired, New employee, etc 2. Phase II : Develop Work Plan Determine what types of data must be collected Determine sources of data Determine the types of analysis that must be performed Identify the type of tools that will be used to collect data 3. Phase III : Perform Training Requirement Analysis Develop Tools Conduct Analysis 4. Phase IV : Conduct Unit and Individual Assessment 5. Phase V : Identify Individual Training Need 4. New Training Need Assessment Approach Landasan Teori
- 15. LEARNING VALUE CHAIN Learning Development Learning Needs Assessment Learning NeedDesign Learning Delivery Learning Evaluation Learning Path & Curriculum Instructional System Design Modul / Content (PPT, PDF, Video, Animation, Podcast) SME Management Class-room, Virtual Class, Online Learning, micro-learning Learning Management System (LMS) Lesson learn & Recommend- ation Effectiveness & Efficiency Measurement 2 1 4 5 3 Organization Need Market Need Learning Method Learning Trend Content Development Tools Bloom Taxonomy Learning Plan Management Learning Resources Management Performance Evaluation Benchmark- ing Gap Analysis & Training Need 1. SKA Strategic Need 2. Competency Model 3. Job & Training Profile 4. New SKA Need (Trend)
- 16.