training needs analysis (tna) for job design formulation

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ILSAS International Journal of Learning and Development

VOL 1, ISSUE 2, JUL 2020 00-112

eISSN 2710-6691 || ISSN 2716-6260 ilearned.iclad.com.my

Open Access

Training Needs Analysis (TNA) for Job Design Formulation in Organizational Talent Management

I Z Hamidi*

Abstract Job design formulation is predominantly interdependent with the elements of job functionalism which include the generic accountability, role deliverables, and competency requirement that are necessary for the job performance. On the other hand, succession development is a program to build a series of feeder groups through hierarchical positional assessment by identifying the leadership pipeline for talent progression. The key fundamentals to the succession-management process is an underlying philosophy that argues that top talent in the corporation must be managed for the greater good of the enterprise. By institutionalizing the organizational strategic direction and roadmap, an organization shall be able to identify its top talent who could fill the critical positions as identified in the organization. Thus, the job design shall inclusively consider the operational dimension and business strategic plan in plotting the talent development through its succession planning program. This research aims to diagnose the extent of core relevant of the Training Needs Analysis (TNA) as an instrument to analyse the competency-based typology for baseline modeling on the job design standards.

Keywords Training Needs Analysis (TNA), job design, multi-competency, role optimization, succession development, career management roadmap

Address for Correspondence:

* Ikmal Zofrizal Hamidi ([email protected])

Malaysia Transformer Manufacturing Sdn. Bhd., 54200 Ampang, Malaysia

Article history:

Received Accepted Available online 15 Aug 2019 10 Mar 2020 1 Jul 2020

© 2020 by the authors; licensee TNB Integrated Learning Solution Sdn. Bhd. (ILSAS), Bandar Baru Bangi, Malaysia.

This is an open access article distributed under the terms of the Creative Commons Attribution license CC BY 4.0, which permits unrestricted use, distribution and reproduction in any medium, provided the original work is properly cited.


1. INTRODUCTION The driver of strategic talent development shall leverage the organizational development strategy by which the job requisition is designed to meet the business dimension, based on the criticality of the operational needs as per organizational strategic roadmap (Charan, 2005). Failure to critically assess the people requirement and job competency requirement would implicate in material particular the business position. Essentially, there is a need for the role optimization process to be applied in determining the base structure and competency requirements in managing the talent potential. In designing the portfolio, there is a need to evaluate the core competency requisition to be mapped with skills requirements and to match with the set of capability based on the functional skills type (Dessler, 2006). It is imperative for the company to leverage on the organizational system and strategy to compose an actionable multi base competency succession planning program. This process shall be designed in parallel with talents development application with special reference to a reviewed-based organizational role modeling solution. The succession development strategy design of the job functionalism has to continuously be evaluated through its internal processes to ensure the organization would be able to effectively map the relevance competency set and with the existing job bench strength for talent management (Eskenazi & Henson, 2005). Despite the diverse program initiative to enhance the state of the succession management, an organization is proposed to take a critical observation to modernize the convention of its competency instrument measuring practicality of the competency design structure map to the job model (Flander, 2008). Linking the career management platform with talent positioning, forward examination on training needs has to be assessed to formalize the succession development process (Howe, 2004). A formal competency assessment program to the job design functions is pivotal to identify, assess and develop the candidates for succession development purposes (Howe, 2004). There are positions which indeed could outweigh a dual role of accountability as part of the competency optimization. The maximization of the role structure would potentially increase the operational value which measures effectively the talent management outcome through its performance deliverables. As part of advancing the requirement in plotting strategic path of leadership position in an organization, the literature often notes that any effective talent development program provides numerous opportunities for professional development (Husain, 2009). Due to a changing global environment, it was noted that organizations will have to develop leaders with new and enhanced skills from those recognized today (Lewis, 2009). The future will still need leaders with strong moral and ethical values, but these will be joined by a greater understanding for diversity. Leaders must know how to network and build relationships to develop teams and have an expanded knowledge of information technology. Talent development program should include career planning to address operational needs (Orellano & Miller, 1997). This research aims to diagnose the extent of core relevant of the Training Needs Analysis as an instrument to analyse the competency based typology for baseline modeling on the job design standards. The competency learning intervention has been sampled as the main attribute for the research in designing the multi task job as part of development intervention. This research objectively aims to: - To diagnose the extensiveness of Training Need Analysis map to job design modeling to enhance multi competency based talent development. - To analyse the core determinants in learning design map to job role modeling for multi competency based talent development.


2. METHODOLOGY The methodological approach used in this case study is framed within qualitative research. The rationale of the above approach is applied to give a better perspective on the proposition design based on several circumstances. A single case study is used to determine whether the theory propositions are correct or whether some of the alternative sets of explanation might be more relevant (Allee, 2000). In designing the research, as part of the design protocols, the qualitative application is proposed to enable theoretical testing in determining whether the model does fit well for the purpose of evaluation. Single case study in this context may reject variables as being necessary or sufficient conditions (Barney, 1991). For the purpose of the study, a company which has a proven track record in competency development program has been selected for a single case study purpose. The uniqueness has qualified its selection for the single case study application as postulated by Yin (1994) (Barney, 1999). As in any qualitative case study, the crucial factor is not the number of respondents but the potential of the person contribution towards developing the insights and understanding pertaining the phenomenon (Merriam, 1998). Three companies will be selected as the samples for the case study. Prior to the selection, a pilot study will be conducted to provide a small scale exploratory validation based on the parameters of the research. The research protocols that will be undertaken during the pilot study are as follows (Table 1):

TABLE 1 – Research protocol during pilot study

Item Research Protocols Exploratory Review

1.1 Identification of the variables conjectured from the literature design to pre-test the conceptual modeling.

a. Narratives based on the schematic effect of the TNA to the job design modelling to produce the theoretical review arguments based on the underpinning theories to form interplay on the subjects for preliminary conceptualization.

b. Defined the parameters of the M&A strategy

based on the set of action under the qualitative inquiry in measuring the extend of the issues profiled.

To explore the TNA impact to the job design role modeling and organizational competency requirement.

1.2 Empirical Inquiry based on the subject relativity.

a. To analyse the major entities construed in the case studies in order to instigate whether there is a distinct evidence or replication that may impair the reliability of the variables conjectures.

b. To draw a hypothetical proposition for the

preliminary formations of the theoretical building.

Define the context of the strategic planning and people strategy based verifications on the hypothetical propositions.

Semi-structured interviews were conducted based on the principal research instrument used in the case study. An interview protocols were applied for the above purpose representing a list of questions to be asked for each of the respondents based on the designed requirement of the fieldwork (De Caluwé & Vermaak, 2003). The set of the questions assessed the aspects of competency, job design and succession strategy impacting the set performance indicator. While having the predetermined list of questions during the interviews, the set questions encompassing other relevant variables as per


the conceptual framed were asked to further analyse the design commissioning, and piloting of the program factoring the multi competency base approach (Cui & Hertz, 2011). According to Breakwell (2000), the interview approach relies upon the respondents being able to give accurate and complete answers to questions posed, no matter the format. The above factors would allow the research to set several strategies to enhance the internal validity. In this study, multiple sources of data triangulation which in this context form comparative benchmarking has been used as part of the research diagnosis. Triangulation on the data collection methods would strengthen the dependability and reliability of the research context (Ellet, 2007).

3. PRELIMINARY FINDINGS: THE SUCCESSION PLANNING SIGNIFICANT AND ADVERSARIAL STANDPOINT Based on the above positions, it can be observed that the multi competency based talent development strategy can be designed if the following measures were undertaken by the organization on the following (Table 2):

TABLE 2 - Managerial implication on multi-competency base succession development model

Item (No)

Strategic Intervention

Standpoint Level

1 Competency assessment and performance evaluation to be recommended as a feeder system in designing the multifaceted competency development approach in the organization. While the program does not currently have a mechanism for non-competitive conversion to cross functional skill design, the organization shall undertake a critical observation to consider requesting this change calibrating the set of accountability structure and program.

Competency Assessment and Disposition

High

2 There is a need to establish an occupation-specific succession management programs based on the optimize accountability structure and job models.

Role Measures based on the Competency Cluster

High -Medium

4. COMPETENCY REDEFINED-JOB DESIGN ANTECEDENTS AND ROLE OPTIMIZATION Job design and competency modeling have often been considered as an important structure in organizational development which requires comprehensive evaluation on the position plan. The strategy is dependent on the methodology and mechanism construed to operate the organizational planning system to enable the right candidate being mapped to a right competency and skills in an organization (Ghauri, 2004). In the process of determining the position of the succession plan, the company may face issues to identify and measure the effectiveness of the succession development program due to unclear objectives and purposes of the accountability design for critical position under the business talent segments (Ghauri & Grønhaug, 2005). Other impediments include lack of clear approach to succession management and because of unavailability of talent within the organization (Grant, 1996). The succession planning effectiveness in this context is examined based on the context of leadership and capability dimensions with job design formulation (Hall, 1992). Development Dimensions International (DDI) found that strong competency structure can increase the successful implementation of business strategies by 22%. In addition, organizations that do a good job


of developing their leaders and of conducting succession planning have higher returns on equity and profit margins (Hannula & Pirttimäki, 2003). As a result, companies are not only more aware of their talent development as a protective retention measure, but may also capitalize on succession management as a competitive advantage (Kaplan & Norton, 2001). The major areas that are integral in maximizing the potential of internal talent have been proposed as part the consultation by which the potential element of an employee would be domain of the case study (Kaplan et al., 2004). Building a culture of development is essential to fully leverage talent management in an organization. In global companies with strong, respected cultures, motivation and a sense of belonging are nurtured so that employees are not motivated primarily by financial reward, which can be easily emulated by another organization resulting in easy attraction and retention of employees (Kaplan & Norton, 2008). An organization needs to embark on a leadership gap analysis before implementing a successful high potential or succession planning program (Mintzberg, 2005). The first step is to identify which core functional competencies that are most vital to execute the future strategy that the company has targeted (Nonaka, 1994). Once the core functional competencies are identified, the second step is to assess the capabilities of the organization (Peltoniemi & Vuori, 2005). This exercise will expose the disparity between what the talent is and what it needs to be and allows the company to focus resources in the most effective areas (Peltoniemi & Vuori, 2005). The next step is to match the capability gaps and narrow the field by deciding what is relevant to the leadership competencies (Porter, 1998). The fourth and final step is to incorporate those competencies into the appropriate development plans (Prahalad & Hamel, 1990). Development Dimension International has conducted extensive research in leadership and functional competencies resulting in the Leadership Potential Indicators (which encapsulated the factors of leadership promise (motivation/propensity to lead, authenticity, brings out the best in people), personal development orientation (learning agility, receptivity to feedback), mastery of complexity (adaptability, conceptual thinking navigates ambiguity) and balance of values and results (culture fit, passion for results) (Prahalad, 1993). In reference to those competencies, the most frequently emphasized are the potential employee intersects to the functional competencies and capability (Ritter, Wilkinson & Johnston, 2004). Positional experience might be critical at this juncture whereby for the succession planning purposed, the elements would be calculated as basis in determining the appropriate level of the candidates’ map to the position designed (Millar, 1999). The arrays of experiences they believe are necessary to prepare an employee for leadership positions. These experiences included developmental assignments, acting duties, job rotations or multitasking accountability or other training (Sawhney & Parikh, 2001). The role identification that is feasible to be designed under the multifaceted competency structure shall typically depict the common competency cluster within it homogenous pattern (Turabian, 2007). The competency management linked to the job functionalism shall deliberately structure in reference to the organizational hierarchy and career path in an organization to ensure leadership continuity in key positions, retain and develop intellectual and knowledge capital for the future, and encourage individual advancement (Allee, 2000). A crucial component of this work is the need to plan, develop and target employees to assume key leadership positions on a temporary or permanent basis (Barney, 1991). This is important to note because the multifaceted competency cannot be successful without assessing the business dimension as per the design organizational strategy using an aligned set of functional and leadership competencies (Barney, 1999). In developing talent in an organization, there are many forms of development tools which have been introduced as a basis to provide a platform for the employee to grow within the targeted skills set of competency (De Caluwé & Vermaak, 2003). Such employee development program can be observed as a platform for the employee to learn besides; to impart and development competency needs is based on the area of functional skill gaps identified (Cui & Hertz, 2011). Through the structured development program, the employee would be able to improve their skills and competency standards meeting the


needs and organizational expectation (Ellet, 2007). As part of the developmental objective, an organization does also start to assess the potential of their talent, through the talent management program where this is highly essential for the organization to establish their set talent pool. Maximizing the talent management outcome, an organization would pave a positive move to accelerate the capability of the potential employee by grooming the employee as the potential successor for a critical position through competency base review in mapping the leadership positioning. The scarcity of talent in the market has a direct influence to the organizational strategy to develop their internal competency program by looking on the existing talent pool for the succession management (Ghauri, 2004).

5. REVIEW ON MULTI-COMPETENCY BASE TALENT DEVELOPMENT – THE FRAMEWORK PROPOSITIONS In general, the ultimate desired outcome of the succession management program is to have adequate numbers of capable leaders in place and available to be assessed based on their capability. Consequently, monitoring activities will focus primarily on the development and deployment of new resources and processes on the succession planning trend. Additionally, management and HRD team in the organization will be responsible to monitor indicators of new resource usage, as well as the perceived (and measurable) impact of the resources on candidate identification, development and attraction/retention (Ghauri & Grønhaug, 2005). A formal review of the progress of the plan will be conducted annually, and a report of progress will be submitted to the administrator with recommendations for the following year. Given the continuous nature of succession management activities and the newness of processes recommended herein, a formal evaluation of outcomes is not recommended until at least three years from the time the plan is launched (Mausolff, 2004). Creating roadmaps for multifaceted role accountability in a position will allow the articulation of key experiences and competency development required for advancement (Morrison et al., 2005). The strategic competency mapping will provide greater enhancement for leadership positions. Furthermore, this will give an opportunity to the incumbent to experience greater accountability of the design position as part of talent development (Morrison et al., 2005). The modernize approach in the competency linked to the capability assessment would be applied through configuration in the competency base assessment tool. Systematic assessment of functional and leadership competencies will provide individual and organizational baseline data (Table 3), heighten awareness and appreciation of the succession development opportunity to enable strategic measurement and evaluation of developmental interventions (Motowildo et al.,1997).

TABLE 3 - Proposed multi competency base succession development modeling

Item (No)

Mechanics for Strategic Functional Competency Review Construct Variable

1.

The succession management should provide focus on the capability aspects of functional and leadership developments to ensure the candidates align with the business specification and it strategic importance. In most cases, the quality of the successor has not been properly screen due to differentiation of the criteria or in absence of the competency development

framework in the company (De Caluwé & Vermaak, 2003).

Capability Structure

DV


2.

Talent review shall be applied as a baseline to enable the organization to shortlist the numbers of the potential based on the design criteria prior to the mapping process of the successor to the position (Cui & Hertz, 2011).

Role Modeling MV

3.

Reconcile the competency and capability approach based on the job design. The context shall also be made integrated with other processes of talent management including performance management, training and development, compensation, and assessment (Ellet, 2007).

Accountability Descriptors

DV

4.

The Business Dimension shall observe the position requirement through job analytics based on the talent development tools. This is to avoid greater efficiency and less operational risk (Ghauri, 2004).

Multi Competency

Base Succession

Development

IV

5.

Accountability functionalism is not explicitly defined into context which causes governance impact in managing learning intervention. The IDP derived from the translation of the Training Need Analysis shall be governing to ensure completeness of the activity involving the development needs.

Training Needs Analysis

DV

6. AMPLIFYING THE TRAINING NEEDS ASSESSMENT METHODOLOGY IN JOB DESIGN APPLICATION AND PRACTICE In devising the context of the succession development to characterize their succession and development practices, further observation has been taken to determine the talent readiness and exposure based on the succession role (Mueller, 1994). The fundamentals to the exercise can be detailed as follows:

a. Assess the design function compatibility based on the job accountabilities structure and competency demonstration.

b. Predict and forecast the competencies inventory and the role profile to support the role function.

c. Impart the limitation and challenges dealing with job functionalism.

d. Map the skill cluster based on the job design – within similar job family to assess the

experiential learning and exposure based on the job functionalism.

e. Identify pools of talent that that best fit for the function. Develop key employees to be harness in the primarily key roles, based on the training needs analysis by providing the right set of experiences.

Based on the emerging trend, the organization moves through an actionable base practices in developing talent by providing holistic exposure throughout experience. Talent Calibration Exercise will be conducted to validate talent potential for all the key position. Greater focus is given in identifying the talent across skill and functionalism that is the best fit to fill the high rank position. The succession in slates are ready to be exposed via learning needs that have been charted throughout their journey, by which it will help to moderate the fundamentals of the leadership, ranging from cognitive exposure and functional skill development. This will help to manage the candidate’s ability to undertake critical task, based on the degree of familiarity to the functions (Nancy & Danial, 1996).


The succession review methodology will anchor on the in-depth evaluation on the competency and leadership facet of the job functions to match candidate competence with job design. The training needs analysis can be the instrument to facilitate the requirement by mapping the skills set with the career management program (Niazi, 2011).

FIGURE 1 – Succession review methodology

Many organizations nowadays have faced critical challenges in attracting and retaining their workforce. Based on the context, it can be seen that the organization should start to leverage the employee potential perceive the capability equilibrium as a means to position a competitive environment in the developmental program (Orpen, 1985). The Training Need Analysis program would valuably benefit the organization by providing better prospect to the employee to grow within the skill competency requirement. To activate the above conformance, roles and capabilities in people development governance shall be observed by the stakeholders in reference to the ownership structure of the organization. This is where the coaching is deemed to be relevant where it provides a different insight in handling the job function based on the integrated technical coaching experience. The technical aspects of the coaching would be able to provide the employee a differentiated perspective on how the developmental strategy should be managed particularly on the hands-on experience. The interaction between the coach and the employee would devise a better understanding on the performance role where the employee would be able to share their concern and experience on the job (Pentland, 2003). The knowledge transfer in the development needs would stimulate strategic evaluation on the capability development aspects that drives the importance and understanding on the capability building in an organization. Under the role development stream, the organization should clearly define the accountabilities of each of the stakeholders in managing the above program. In this context the accountability modeling is highly significant to demarcate each of the role prospects of the stakeholders. Signaling a credible commitment towards the Training Need Analysis, the set of accountability should govern descriptively the area of focus in reference to the define capability development strategy (Cappelli, 1993). This is to ensure that the program do clearly adjudicate the development control of the employee in the organization. The interdependency of the capability development area and the functional skill competency requirement is highly pivotal to expose reliance and connection on the overall people development segments and practices. Broadly conceived, it was observed that the Training Need Analysis has been given critical emphasis as part of advancing the requirement in plotting strategic path of leadership position in an organization. The literature often notes that any effective Training Need Analysis program provides numerous opportunities for professional development. Due to a changing global environment, it was noted that organizations will have to develop leaders with new and enhanced skills from those recognized today. The future will still need leaders with strong moral and ethical values, but these will be joined by a greater understanding for diversity. Leaders must know how to network and build relationships to develop teams and have an expanded knowledge of information technology. Training Need Analysis should include leadership development programs that address these needs (Price & Mueller, 1986).


7. DISCUSSION AND CONCLUSION The competency development linked to talent strategy is one of the most challenging tasks in today’s business climate where human capital is one of the company’s most valuable assets that need to be retained (Fried & Ferris, 1987). To gain competitive advantage, companies must attract, retain and engage talented employees. As such, companies must not work only to attract and retain talent, but to assess the effectiveness of the current succession development program which has been built to ensure that it is still relevant under the current human capital management practices (Fried & Ferris, 1987). Success development treats talent management processes as a system of interrelated parts that help companies to strategically leverage talent. By recognizing the interrelatedness nature of succession development strategies, companies are able to better develop, promote and retain their talent to meet current and future business needs (Ryan et al., 1996). It is recommended on some new or enhanced skills and knowledge under the competency development program to be conducted to allow the organization to undertake critical observation on the succession development program (Spreitzer, 1999). There is a need to objectively design the multi competency based succession development structure to develop a competency-based individual development plan using internal and external resources (Taber & Taylor, 1990). This is to ensure uniformity on the succession development implementation based on the accountability design affecting the organizational process. This is to effectively deploy the current strategy program based on the designed implementation activities (Sawhney & Parikh, 2001). Competency development attributes is highly important to define the standard of the position requirement meeting the company performance and direction (Turabian, 2007). The consolidation of the multifaceted competency might be complex, multi-dimensional and could involve different design strategies and directions. Job design which may imply the nature of the work of critical positions must be appealing in order to draw in a large and diverse pool of potential candidates (Tay, 2007). For scientific leadership positions, this plan will resurface specific strategies previously proposed through other initiatives. For administrative leadership positions, the plan recommends focusing on recruitment and development of internal candidates by implementing the strategies proposed above (Gugler et al., 2003). Key barriers identified by the task force fell into two broad areas. The first area relates to fundamental issues to promote the general availability of a qualified and diverse pool of applicants; the second deals with processes associated to the job design based on the competency calibration (Haleblian & Finkelstein, 1999). Major barriers within these areas were identified and recommendations were developed for corrective actions. The pivotal aspect of the succession management strategy will encompass the talent review as a baseline to enable the organization to shortlist the number of the potential based on the design criteria prior to the mapping process of the successor to the position (Kaswan, 2011). The review on the succession planning strategy shall be made on open tender to anchor comprehensiveness of the talent review process (Carrel & Kuzmits, 1982). In amplifying the succession development convention into the multi competency base succession development, there are a number of issues untrammelled within the preliminary design context which could negate the end state organizational development strategy (Labesse, 2008). Thus, managing the orientation competency changes from the original accountability descriptors, the translation of the procedures on the design competency has to be further redefined. Heuristically, it will strengthen the capability strategy to drive the mechanical formation to support the organizational development. The failure was also mitigated by the issue on competence aspect in the account human capabilities in managing the multifaceted aspect of the organizational accountabilities and structure (LAN, 2006). The main findings from the study revealed that there is misalignment in moderating the business dimension proposition to the job design where the competency design might not be made available but implied under the position accountabilities (Susilo, 2000). In most occasions, there is a deviation of the core accountabilities where there are main accountability descriptors of the position which are


not explicitly defined via the KPI and key accountability measurement. This was clearly evidenced by the responses by employees from the design conception (Kelly & Messina, 2011). However, it became clear during the face-to-face interviews that the concerns raised by employees on the qualitative survey as indicated that these issues only affected the employees who mostly belonged to the High Potential Talent (HPT). Also during the face-to-face interviews, the main concerns that were highlighted are, the current emphasis on succession development practices shall focus on competency management, accountability and business strategy in perfecting the succession development intent (Molenda, 1996). It is suggested that future research be focused on the following:

a. To use a larger survey sample supported by a probability sampling method such as stratified random sampling with the strata being the levels of management versus employees.

b. Future survey can use the themes identified from the qualitative open-ended items of this study, and develop them into closed ended Likert-type closed ended questionnaire items. In this way, the future survey will have a much more inclusive set of closed ended items. Therefore, there will be less need for a qualitative component in future studies. As such the questionnaire will be quantitative in nature, and it could be sent out to a large sample of employees in the organization. This would potentially increase the external validity or generalizability of the research findings to Company X.

c. Extending the study to other companies within the same industry for deriving comparisons and

benchmarks within the industry.

d. Extended the study to companies in other industries for cross-industry comparisons. ACKNOWLEDGEMENT I hereby would like to dedicate this paper to all employees of Malaysia Transformer Manufacturing Sdn. Bhd. especially to my inspiring leader YM Tengku Haliza Tengku Muhamad who always nurture talent and provide me with guidance throughout my journey at MTM. She has provided tremendous support and great advice to help me go through the challenges in managing HR operations. Thanks for all the support and believing in me. May Allah bless you for your good deeds. I also would like to take this opportunity to thank my mentor, Tan Sri Professor Muhammad Nasir Ashraf for the supervision and feedback for my business consultation paper and make the study a success. Not forgetting to Dato Che Abdul Manaf who has been my coach in elevating my potentials into a greater height. Special dedication to my mom Rose, my sister Anna and Dr. Zety. Thank you for always being there and giving me great support.

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