Training and HRD Process ModelTraining and HRD Process Model

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• Definition and Purposes of Needs Assessment• Needs assessment (or needs analysis) is a process by

which an organization’s HRD needs are identified and articulated. It is starting point of the HRD and training process. A needs assessment can identify: – An organizations goals and its effectiveness in reaching these

goals.– Discrepancies or gaps between employees' skills and the skills

required for effective current job performance. – Discrepancies (gaps) between current skills and the skills

needed to perform the job successfully in the future.– The conditions under which the HRD activity will occur.

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• What is a training or HRD Need?– The concept of need typically refers to a discrepancy or gap between

what and organization expects to happen and what actually occurs?Levels of Needs assessment

Level What is MeasuredStrategic/ Organizational Where is training needed and in what

conditions will the training be conducted?Task what must be done to perform the

job effectively?Person Who should be trained? What kind of

training do they need?

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• Strategic/ organizational analysis:– Needs assessment at the organizational level is usually

conducted by performing by an organizational analysis.Components of a strategic/organizational needs analysis:

• According to Irwin Goldstein, an organizational analysis should identify:

• 1. Organizational goals• 2. Organizational resources• 3. Organizational climate• 4. Organizational constraints

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• Organizational goals: –Understanding and organizations goals and strategies

provides a starting point in identifying the effectiveness of the organizations.

• Organizational resources: - Obviously, the amount of money available is an

important determinant of HRD efforts. In addition, knowledge or resources, such as facilities, materials on hand, and the expertise within the organization, also influences how HRD is conducted.

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• Organizational climate–For example if managers and employees do not trust

one another, employees may not participate fully and freely in a training program.

• Organizational constraints–Environmental constraints include legal, social,

political and economic issues faced by an organization. Constraints often fall within the threat area of an organizational SWOT analysis.

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Methods of strategic/ organizational analysis Goldstein provides a list of questions to ask during an

organizational analysis:1. Are there any unspecified organizational goals that should be

translated into training objectives or criteria?2. are the various levels in the organization committed to the

training objectives?3. Have the various levels of participating units in the organization

been involved with developing the program, starting with the assessment of the desired end results of training?

4. Are key individuals in the organization ready to accept the behavior of the trainees, and also to serve as models of the appropriate behavior?

5. Will trainees be rewarded on the job for the appropriate learned behavior?

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6. Is training being used to overcome organizational problems or conflicts that actually require other types of solutions?

7. Is top management willing to commit the necessary resources to maintain the organization and work flow while individuals are being trained?

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• Task analysis:• Task analysis (Sometimes called operations analysis) is

a systematic collection of data about a specific job or group of jobs uses to determine what employees should be taught to achieve optimal performance.

• 1. Develop an overall job description• 2.Identify the task

– a. Describe what should be done in the task– b. Describe what is actually done in the task

• 3. Describe KSAOs needed to perform the job.• 4. Identify areas that can benefit from training• 5. Prioritize areas that can benefit from training

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• Person analysis• Person analysis is directed at determining the training

needs of the individuals employee.– The sources for person analysis data include performance

evaluation, direct observation, tests, questionnaires and critical incidents as sources of information available for person assessment.

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• Prioritizing HRD Needs –Assuming that a needs assessment reveals multiple

needs, management and the HRD staff must prioritize these needs.

–The projected impact on organizational performance must always be kept in mind when prioritizing HRD needs.

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