1. Needs Analysis
Presenter:
Thom Powell
thompowell@crgpros.com
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CI-ASTD Trainer’s Institute
May 11, 2010

2. Benefits of Needs Analysis
 Decision
Making
 Continuous Improvement
 Facilitate Transfer
 Intrinsic Reward / Satisfaction
 Credibility and Influence
 Justification / Job Security
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3. Session Topics
 Levels
of Analysis
 Outcome Analysis
 Culture Analysis
 Performance Analysis
 Competency Analysis
 Learner Analysis
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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)?
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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
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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
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7. Outcomes, Culture & Competencies
Growth
Innovation
Direction
Innovation
Customer
Satisfaction
Financial
Performance
Over Time
Collaboration
Development
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Operating Performance
Quality
Employee Engagement
www.denisonconsulting.com

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?
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www.vitalsmarts.com

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%)
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10. Competency Analysis
 Direction
 Innovation
 Development
 Collaboration
 Expertise
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11. DCIDE Competency
Model
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12. ASTD Competency
Model
Revised Model
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www.astd.org

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
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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

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Collaboration – Communication, Conflict Mgt,
Customer Service, Influence/Sales, Interpersonal Skills,
Meeting Skills, Negotiation, Partnership, Teamwork

15. Integrated Talent
Management
Maximize Results
and Motivation
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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
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www.iopt.com

17. Trainer’s Institute
Learner Analysis
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www.iopt.com

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
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www.iopt.com

19. Methods
 Documents
/ Records / Reports
 Observations / Work Samples
 Focus Groups / Interviews
 Questionnaires / Surveys
 Assessments / Tests
 Requests
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www.visionpoint.com

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
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21. Needs Analysis
Presenter:
Thom Powell
thompowell@crgpros.com
W: 453-9590
21
C: 745-4303