Needs Analysis
Presenter:
Thom Powell
thompowell@crgpros.com

1

CI-ASTD Trainer’s Institute
May 11, 2010
Benefits of Needs Analysis
 Decision

Making
 Continuous Improvement
 Facilitate Transfer
 Intrinsic Reward / Satisfac...
Session Topics
 Levels

of Analysis
 Outcome Analysis
 Culture Analysis
 Performance Analysis
 Competency Analysis
 ...
Levels of Analysis
 Results – outcomes, impact on the larger group(s)
or organization(s); what overall results are needed...
Outcome Analysis
 Investor – Financial Performance ROI/A/E/S,
Cash Flow, Cost Control, EPS, Profitability, Stock Price

...
Culture Analysis
 Mission – Vision, Strategic Direction & Intent,
Goals & Objectives

 Adaptability – Customer Focus, Cr...
Outcomes, Culture & Competencies
Growth

Innovation

Direction

Innovation
Customer
Satisfaction

Financial
Performance
Ov...
Performance Analysis
 Expectations – Understand clearly what’s expected,
in terms of results (what) and behavior (how), a...
Performance (HPI) in Practice
 Performance

Expectations (2.7%), OD (6.9%)
 Process Analysis/Improvements (5.6%),
Tools/...
Competency Analysis
 Direction
 Innovation
 Development
 Collaboration
 Expertise

10
DCIDE Competency
Model

11
ASTD Competency
Model

Revised Model

12

12

www.astd.org
WLP Competencies


Direction (esp. Project Manager) – Driving Results,
Planning and Implementing, Thinking Strategically
...
Other Competencies


Direction – Accountability, Delegation, Goal Setting,
Leadership/Management, Planning and Organizing...
Integrated Talent
Management
Maximize Results
and Motivation

15
Learner Analysis
 Performer (RS, LP) – action mode; value speed
and tangible outcomes; activities, initiatives, intervent...
Trainer’s Institute
Learner Analysis

17
17

www.iopt.com
Content Analysis
 RS

When – focus on actionable components;

provide interim applications; show fast and big results

 ...
Methods
 Documents

/ Records / Reports
 Observations / Work Samples
 Focus Groups / Interviews
 Questionnaires / Surv...
Informal Learning
 Leader-led

Learning – creating a

coaching culture with leaders skilled, focused on coaching

 Embed...
Needs Analysis
Presenter:
Thom Powell
thompowell@crgpros.com

W: 453-9590

21

C: 745-4303
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Astd trainer's inst na 2010

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Astd trainer's inst na 2010

  1. 1. Needs Analysis Presenter: Thom Powell thompowell@crgpros.com 1 CI-ASTD Trainer’s Institute May 11, 2010
  2. 2. Benefits of Needs Analysis  Decision Making  Continuous Improvement  Facilitate Transfer  Intrinsic Reward / Satisfaction  Credibility and Influence  Justification / Job Security 2
  3. 3. Session Topics  Levels of Analysis  Outcome Analysis  Culture Analysis  Performance Analysis  Competency Analysis  Learner Analysis 3
  4. 4. Levels of Analysis  Results – outcomes, impact on the larger group(s) or organization(s); what overall results are needed?  Behavior – application, transfer; what should people do differently (to achieve the desired results)?  Learning – knowledge, skills, attitudes; what do people need to learn (in order to change their behavior)?  Reaction – customer satisfaction; what are people’s preferences (and what is needed for learning)? 4
  5. 5. Outcome Analysis  Investor – Financial Performance ROI/A/E/S, Cash Flow, Cost Control, EPS, Profitability, Stock Price  Market – Brand, Competitive Advantage, Revenue, Share, Stakeholder Relationships, Sustainability/CSR  Customer - Innovation, Process/Product/Service Quality, Retention, Satisfaction, Speed, Value/Cost  Employee – Development, Engagement, Productivity, Retention, Satisfaction/QWL, Wellbeing 5
  6. 6. Culture Analysis  Mission – Vision, Strategic Direction & Intent, Goals & Objectives  Adaptability – Customer Focus, Creating Change, Organizational Learning  Involvement – Capacity Development, Empowerment, Team Orientation  Consistency – Core Values, Agreement, Coordination & Integration 6
  7. 7. Outcomes, Culture & Competencies Growth Innovation Direction Innovation Customer Satisfaction Financial Performance Over Time Collaboration Development 7 Operating Performance Quality Employee Engagement www.denisonconsulting.com
  8. 8. Performance Analysis  Expectations – Understand clearly what’s expected, in terms of results (what) and behavior (how), and priorities?  Barriers/Aids – Structural ability and motivation? Cues? Information? Job Aids? Processes? Resources? Staff? Time? Tools?  KSA – Personal ability and motivation? Capacity? Fit? Values? Education? Training? Practice? Feedback? Coaching?  Support – Social ability and motivation? Models? Manager(s)? Peers? Assistance? Encouragement? Reinforcement? 8 www.vitalsmarts.com
  9. 9. Performance (HPI) in Practice  Performance Expectations (2.7%), OD (6.9%)  Process Analysis/Improvements (5.6%), Tools/Resources (4.9%), K Mgt (3.2%)  Knowledge/Skills (61.4%), Feedback (4.2%), Talent Management (5.4%),  Support from Others, Incentives (1.6%), Non-Incentive Motivational Strategies (2.2%), Other (1.8%) 9
  10. 10. Competency Analysis  Direction  Innovation  Development  Collaboration  Expertise 10
  11. 11. DCIDE Competency Model 11
  12. 12. ASTD Competency Model Revised Model 12 12 www.astd.org
  13. 13. WLP Competencies  Direction (esp. Project Manager) – Driving Results, Planning and Implementing, Thinking Strategically  Innovation (esp. Professional Specialist) – Adaptability, Analyzing Needs and Proposing Solutions  Development (esp. Learning Strategist) – Leveraging Diversity, Modeling Personal Development  Collaboration (esp. Business Partner) – Building Trust, Communicating Effectively, Influencing Stakeholders, Networking and Partnering 13
  14. 14. Other Competencies  Direction – Accountability, Delegation, Goal Setting, Leadership/Management, Planning and Organizing, Project Management, Time/Self Management  Innovation – Change Management, Creativity, Decision Making/Problem Solving, Process Improvement, Product Development, Service Quality, Systems  Development – Career Management, Coaching/Mentoring, Empowerment, Feedback, Performance Mgt, Recognition/Reward, Selection  14 Collaboration – Communication, Conflict Mgt, Customer Service, Influence/Sales, Interpersonal Skills, Meeting Skills, Negotiation, Partnership, Teamwork
  15. 15. Integrated Talent Management Maximize Results and Motivation 15
  16. 16. Learner Analysis  Performer (RS, LP) – action mode; value speed and tangible outcomes; activities, initiatives, interventions  Changer (RI, RS) – unpatterned method; snippets of information are “grabbed” and excess is ignored  Perfector (HA, RI) – thought mode; value understanding; assessment, planning, evaluation  Conservator (LP, HA) – structured method; prefer logical, consistent, methodical information flows 16 www.iopt.com
  17. 17. Trainer’s Institute Learner Analysis 17 17 www.iopt.com
  18. 18. Content Analysis  RS When – focus on actionable components; provide interim applications; show fast and big results  RI What (who and where) – provide variables to mix and match; allow freedom to explore relations  HA Why – explain relationships; examine possible outcomes in detail; expect challenges; avoid emotion  LP How – identify items to consider; provide detailed step-by-step instructions; show certain results 18 www.iopt.com
  19. 19. Methods  Documents / Records / Reports  Observations / Work Samples  Focus Groups / Interviews  Questionnaires / Surveys  Assessments / Tests  Requests 19 www.visionpoint.com
  20. 20. Informal Learning  Leader-led Learning – creating a coaching culture with leaders skilled, focused on coaching  Embedded Learning – use of content and systems such as job aids, electronic performance support  On-Demand Learning – learner-led activities such as e-learning and self study using books, reference materials, videos, and podcasts  Social Learning – collaborative experiences, social networking, communities of practice, blogs 20
  21. 21. Needs Analysis Presenter: Thom Powell thompowell@crgpros.com W: 453-9590 21 C: 745-4303

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