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8/3/2019 Assesng Hr Need
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Assessing HRD
Chapter 4
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Why Do Needs Assessment?
Question:
Why is needs assessment information
critical to the development anddelivery of an effective HRD program?
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Needs Assessment
Figuring out what is really needed
Not always an easy task
Needs lots of input
Takes a lot of work
Do it now or do lots more later
First step in both the PDM and HRDprocess models
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Product Development Model(PDM)
Analyze
Design
Develop
Produce Pilot
Evaluate
Deliver
ImproveBy permission: Doty, W.B. (1997) Product Development
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The HRD Process: A DImE
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Comparing the HRD ProcessModel to the PDM/ISD Model
HRD Process Model
Assess
Design
Implement
Evaluate
PDM Model
Analyze need
Design trainingDevelop
Produce pilot
Evaluate pilotDeliver training
Improve
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What is a Need?
A discrepancy between expectationsand performance
Not only performance needs involved
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Various Types of Needs
Performance
Diagnostic
Factors that can prevent problems fromoccurring
Analytic
Identify new or better ways to do things
Compliance Mandated by law or regulation
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Traps in Needs Assessment
Focusing only on individual performancedeficiencies
Doesnt fix group of systemic problems
Startingwith a Training NeedsAssessment
If you know training is needed, why wasteeveryones time?
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Traps in Needs Assessment 2
Using Questionnaires
Hard to control input, often high
developmental costs, hard to write properlyUsing soft data (opinions) only
Need performance and consequence data
Using hard data only Easily measured data is provided, but
critical, hard-to-measure data is missing
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Levels of Assessment
Organization Whereis training needed and under what
conditions?Task Whatmust be done to perform the job
effectively?
Person Whoshould be trained and how?
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Strategic/OrganizationalAnalysis
A broad, systems view is needed
Need to identify:
Organizational goals
Organizational resources
Organizational climate
Environmental constraints
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Why Strategic Assessment isNeeded
Ties HRD programs to corporate ororganizational goals
Strengthens the link between profit andHRD actions
Strengthens corporate support for HRD
Makes HRD more of a revenuegenerator Not a profit waster
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Sources of StrategicInformation
Mission statement
HRM inventory
Skills inventory
Quality of Working Life indicators
Efficiency indexes
System changes
Exit interviews
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Task Analysis
The collection of data about a specificjob or group of jobs
What employee needs to know toperform a job or jobs
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How to Collect InformationFor a Task Analysis
Job descriptions
Task analysis
Performance standards
Perform job
Observe job
Ask questions
Analysis of problems
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A Sample Task AnalysisProcess
Develop job description
Identify job tasks
What should be done
What is actually done
Describe KSAOs needed
Identify potential training areas
Prioritize potential training areas
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Task Analysis for HRD Position
1. List tasks 1. Observe behavior List four characteristics of behavior
Classify behavior
2. Select verb Knowledge of action verbs
Grammatical skills
3. Record behavior State so understood by others
Record neatly
2. List subtasks 1. Observe behavior List all remaining acts
Classify behavior
2. Select verb State correctly
Grammatical skills
3. Record behavior Neat and understood by others
3. Listknowledge
1. State what must be known Classify all information
2. Determine complexity ofskill
Determine if a skill represents a series ofacts that must be learned in a sequence
Job title: HRD Professional Specific duty: Task Analysis
Tasks Subtasks Knowledge and Skills Required
SOURCE: From G. E. Mills, R. W. Pace, & B. D. Peterson (1988).Analysis in human resource training and organizational development(p. 57). Reading,MA: Addison-Wesley. Reprinted by permission.
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A Task Analysis Application
Question:
You have been asked to perform a task
analysis for the job of dispatcher in acity police department. Whichmethod(s) of task analysis do you think
are most appropriate for analyzing thisjob?
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Person Analysis
Determines training needs for specificindividuals
Based on many sources of dataSummary Analysis
Determine overall success of the individual
Diagnostic Analysis Discover reasons for performance
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Performance Appraisal
Relied on heavily in person analysis
Hard to do
Vital to company and individual
Should be VERY confidential
Based too often on personal opinion
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The Employee AppraisalProcess
By Permission: Herbert & Doverspike (1990)
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Performance Appraisal Process
Determine basis for appraisal Job description, MBO objectives, job
standards, etc.
Conduct the appraisal
Determine discrepancies between thestandard and performance
Identify source(s) of discrepancies
Select ways to resolve discrepancies
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Prioritizing HRD Needs
There are never enough resourcesavailable
Must prioritize effortsNeed full organizational involvement inthis process
Involve an HRD Advisory Committee.
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Warning!!
HRD cannot become a slow-actingbureaucracy!!
HRD must respond to corporate needsHRD should be focused on
performance improvement, and not
just training
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Summary
Why is needs assessment so often notperformed in many organizations?
Why shouldorganizations care about
needs assessment?
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SHORT ANSWER QUESTIONS1. Identify and briefly describe twotypes of training needs.
ANS: Examples include performance deficiency, diagnostic needs,
analytic, and compliance needs for training/HRD.
2. State onereason why performance appraisal information isinsufficient as the only source of information to conduct a personneeds analysis.
ANS: Appraisals may contain incomplete or inaccurate information.Further, as most often used, appraisals often dont get at all thepossible reasons for any performance issues that are identified.
3. Identify one advantageof linking organizational needs analysisto the organizations strategic planning process.
ANS:This provides the greatest likelihood that what is identified in theneeds assessment process is in fact what is most strategicallyvaluable to the organization.
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ESSAY QUESTIONYou have been asked to perform a task analysis for the jobof secretary in the Management Department at your
university. Which method(s) of task analysis would yourecommend as most appropriate for analyzing this job, andwhy?
Possible answers include:review the existing job description/specifications,observe the job,interview the incumbent,or use any of the more specific task identification methods
I think a top answer will recommend making use ofmultiple methods of task analysis.