Human Resource Development

1. Human Resource Development A Presentation on TRAINING NEEDS ANALYSIS

2. Group Members Shradha(02) Vidya(34) Rothin(58) Pallav(48) PreetiMinz(11) PreetiKumari(S2) RohanCharly(24)

3. INTRODUCTION TO TRAINING •  Training can be described as “the acquisition of skills, concepts or attitudes that result in improved performance within the job environment”. • Improving Performance Organizations are not stand-alone structures. They are made up of goals, people, values, philosophies, sentiments, communication styles, etc. Therefore, there are no short-cut solutions to improving employees’ performance. Training is a part of the solution.

4. To Train or Not

5. ANALYSIS • Analyze • Analyze system (department, job, etc.) to gain a complete understanding of it • Compile an inventory of all tasks associated with each job (if needed) • Select tasks that need to be trained • Build performance measures for the tasks to be trained • Choose instructional setting for the tasks to be trained • Estimate what is going to cost to train the tasks • Training analysis looks at each aspect of an operational domain so that the initial skills, concepts and attitudes of the human elements of a system can be effectively identified and appropriate training can be specified.

6. INTRODUCTION TO T.N.A. • Training Needs Analysis (TNA) is defined as the “Identification of training requirements and the most cost effective means of meeting those requirements”. • A TNA should always be performed where a major new development in policy, equipment acquisition or procedures is deemed to have potential impact upon the current training regime.

7. What does Needs Analysis determine? • Employee’s KSA • If training is needed • Any barriers to performance When job standards and Expected Performance (EP) don’t match one’s Actual Performance (AP), a Performance Discrepancy or “gap” (PD) exists. PD = EP - AP

8. Training Needs Analysis • Is the systematic process used to determine what needs to be done to bring performance to the expected level. • It is used when making sure that the right training is being provided to the right employees

9. Why do a Needs Assessment? • To make sure we are applying the right solution to the problem. • To identify what learning will be accomplished • To identify what changes in behavior and performance are expected • To determine the expected economic costs and benefits

10. APPROACHES TO TRAINING NEED ANALYSIS The main aim of any training need analysis is to find out whether the performance problem actually exists, and if so , is it worth fixing and what is its cause. There are two main approaches to need analysis which organizations can resort to.These are : PROACTIVE APPROACH REACIIVE APPROACH

11. PROACTIVE TRAINING NEED ANALYSIS • The proactive TNA focuses on future human resource requirements. The HR function needs to be involved in the development of a strategic plan (SWOT analysis). From the resulting unit objectives, HR must develop unit strategies and tactics to be sure the organisation has employees with the required KSAs (Knowledge, Skills and Abilities) in each of the critical jobs based on future KSA requirements. Two approaches can be taken to develop needed KSAs. • Prepare employees for promotions/ transfers to different jobs. • Prepare employees for changes in their current jobs.

12. REACTIVE TRAINING NEED ANALYSIS • Reactive TNA has the focus on perceived performance problems found by the organization in the present situation. • It is generally triggered by the current discrepancy.

13. HOW DO WE GO ABOUT TNA • The proactive approach starts with the strategic plan and objectives. The analyst tries to determine the best fit between the organisation’s current internal environment (structures, policies, procedures, etc.) and the future expectations. Questions regarding the formal structure might include the following: • Are pay practices congruent with the new direction taken by the company? Example. Would a strict hourly pay structure fit if the plan was to treat each department as entrepreneurial? • Is the emphasis of the new priorities congruent with the performance appraisal system? Example: If the priority is quality, does the performance appraisal have a dimension to measure this?

14. Causes & Outcomes of Need Assessment

15. Need Analysis

17. ORGANISATION ANALYSIS It involves determining the appropriateness of training, given the company's business strategy, resources and managerial and peer support for training. It involves looking at the internal environment of the organisation, identify the influences that affects employee performance and determine its fit with organisational goals and objectives. This analysis provides identification of performance deficiency at the organisational level.

18. organisational analysis focuses on three factors: • The organisation strategic direction influences training to the extent that, in companies where training plays a significant strategic role, more money is invested in training. • Support of managers and peers for training activities is critical. • Training resources, including money, time and expertise, need to be identified in the organisational analysis phase.

19. Organisational Analysis Identifies: • Organisational goals • Organisational resourses • Organisation climate • Environmental constraints

20. INDIVIDUAL ANALYSIS As evident from the name itself, the individual analysis is concerned with who in the organization needs the training and in which particular area. Here performance is taken out from the performance appraisal data and the same is compared with the expected level or standard of performance .

21. Individual analysis is a process which involves……….. Determining whether performance deficiencies are due to a lack of knowledge, skills or abilities, to problems with motivation, or work design. Determining who needs training and determining employee’s readiness for training.

22. Sources of information …….. Performance evaluation Performance problem Observation Work samples Interviews Questionnaires Attitude surveys Checklists or training progress charts

23. TECHNIQUES OF CONDUCTING INDIVIDUAL ANALYSIS An effective individual analysis is done in two stages: Summary stage Diagnostic stage

24. TASK ANALYSIS Task analysis provides data about a job or a group of jobs and the knowledge, skills, attitudes and abilities needed to achieve optimum performance. It is an objective assessment of the job wherein both the worker oriented - approach as well as the task - oriented approach is taken into consideration.

25. PROCESS…..

26. Sources of information …….. Job description KSA analysis Performance standards Observe the job/sample the work. Perform the job. Job inventory questionnaire Review literature about the job Ask questions about the job Analysis of operating problems

27. TECHNIQUES OF CONDUCTING TASK ANALYSIS Develop an overall job description. Identify the task Describe KSA needed to perform the task Identify areas that can benefit from training Prioritize areas that can benefit from training.

28. Thank You!!..For your patient listening