training and need analysis by allah dad khan former dg agriculture extension kpk pakistan
TRANSCRIPT
TRAINING NEED TRAINING NEED ANALYSISANALYSIS
Presented by:Presented by:
Allah Dad KhanAllah Dad Khan
A successful A successful understandingunderstanding of this session will of this session will enableenable you to: you to:
• Discuss the purpose and advantages of conducting a needs analysis.
• State the purpose of conducting a strategic/
organizational analysis,and describe the four issues it is intended to address
• Discuss the steps to conduct a task analysis
• Explain the importance of identifying individual performance deficiencies and developmental needs in planning and developing training and HRD programs
• Explain the importance of prioritizing training needs
WHY NEEDS ANALYSIS?
Improve effectiveness
Preventing anticipated
problems
Solving current
problems(most beneficial)
Participantsindividuals/units
Goal of HRD/training
Needs assessment
Needs assessment
AssessmentAssessneeds
Prioritize needs
Develop/acquire material
Evaluation Implementation Design
Developlesson plan
Select trainer/ leader
Select methods& techniques
Schedule theprogram/
intervention
Define objectives
Deliver the HRD program/intervention
Interpret results
Determine evaluation design
Select evaluation criteria
Conduct evaluationof program or intervention
TRAINING AND HRD PROCESS MODEL/ISD APPROACH
FOUR TYPES OF TRAINING / HRD NEEDSFOUR TYPES OF TRAINING / HRD NEEDS
• Performance Deficiency
• Democratic
• Diagnostic
• Analytic
• Compliance
Gaps between current and effective performance
Employee preferences for HRD programs or topics
Factors/conditions that create and ensure effective performance
New and better ways to perform tasks
Mandated by law
Type of Need Description
ProactIve
• Organization Where is training needed and in what conditions will it be conducted?
• Task What must be done to perform the
job effectively?• Person Who should be trained? What kind
of training do they need?
LEVELS OF NEED ANALYSISLEVELS OF NEED ANALYSIS
Level What is measured
COMPONENTS OF COMPONENTS OF STRATEGIC/ORGANIZATIONAL NEEDS STRATEGIC/ORGANIZATIONAL NEEDS
ANALYSISANALYSIS
• Whole system view /approach
• Organizational goals
• Organizational resources
• Organizational climate
• Environmental constraints
The Art of Observing - Fact Vs. The Art of Observing - Fact Vs. InferenceInference
• 1. What are the major differences between statements of fact, and statements of inference?Statements of facts are limited to description, made only after observation, and limited in the number that can be made (there are only so many facts that can be stated). Statements of inferences go beyond what was directly observed, can be made at any time without observation, and are unlimited in number (it is almost unlimited in the number of assumptions that can be made) .
When Can Statements of Inference Be Used in When Can Statements of Inference Be Used in the Analysis Phase?the Analysis Phase?
• Psychomotor tasks (skills) are normally observable so you can observe the task being performed to get the facts.
• Cognitive tasks (knowledge) are not normally observable, but you can make inferences and then back your inferences by observing the performance and ensuring that the end product is up to standards.
Inference-contd.Inference-contd.
• You can also interview the task performer or other Subject Matter Experts (SME). Affective tasks (attitudes) are also not normally observable.
• Role of Schemata/perceptions
SCHEMATASCHEMATA
This is the Bunny/Duck illusion. At first glance, what do you see? Now give it some time, but do not focus on one certain area, and then ask Yourself; what do I
really see? Now, look again. You might be surprised!!!!!!
SCHEMATA : PerceptionSCHEMATA : Perception
This is probably the most famous illusion of all time! Almost everyone has seen
it! What do you see at your first glance of this illusion! Do you see an old lady, or do you see a young women? They are both there!!
Contd..Contd..
How many ways can you view this cube? Is the blue side outside the box or is it inside? Is it on the back of the box of is it on the side? Examine this cube closely, and let the light blue side guide you!
Contd..Contd..
At first glance, what do you see--Could it be the word "liar" or is it something more. I would definitely give this one a second look!
Contd..Contd..
I have heard this illusion called the dancing elephant and several other things. I want you to look at the elephants feet and legs. How many are actually there?
Job:Job:
• This component should include a trade, occupation, profession, or position such as plumber, waiter, doctor, accountant, writer, etc. Note that some jobs might be the same, although they might have different titles at different companies. For example, a warehouse person, inventory control specialist, and shipper receiver could all have the same duties at different companies.
Duties:Duties:
• These are acts or course of actions that are required of one by position. They are generally not as well defined as tasks. For example, a medical lab technician will perform duties of blood tests, while the tasks will be the specific tests they perform, such as cholesterol or diabetic. Waitresses will perform duties of serving customers, while the tasks include taking orders, serving meals, recommending wines, etc.
TasksTasks ::
• This has an identifiable beginning and end; that is, something should result from or be produced by the work. It is also a well-defined responsibility. For example,: The trainer who "Leads a classroom discussion" should produce some trained students.
Elements:Elements:
• These are the basic parts of a task and consists of the essential parts of performing a task. Some trainers consider the task performance steps as the elements. Performance steps are the step-by-step instructions for performing a task, for example an order packer
SKA/KSAO’s :SKA/KSAO’s :
• These are the Skills, Knowledge, and Attitudes that allow a person to perform a task.