workshop on training needs assessment & programme development 1
DESCRIPTION
Identification of Training NeedsTRANSCRIPT
WORKSHOP ON TRAINING NEEDS ASSESSMENT amp PROGRAMME DEVELOPMENTPOWERED BY
INDUSTRIAL TRAINING FUND LEKKI AREA OFFICE
20-22 March 2012
itrsquos aGREAT DAYitrsquos aGREAT DAY
Welcome Introduction Expectations from Participants Ground Rules
Leave personal baggage behindInteractive participationThere is no single right answerOnly one person talks at a timeAvoid distractions (control all mobile phones)
Delivery Method Interactive Experience sharing Groups Discussions
Conveniences Appreciating Your Organisation
Ground RulesCell Phones To VibrateEverybody ParticipatesListen ActivelyShare Your KnowledgeBe Open Minded
why are we here
ldquoThere is nothing training cannot do Nothing is above its reach
It can turn bad morals to good it can destroy bad principles and recreate
good ones it can lift men to angelshiprdquo
IntroductionIn advance economies proper identification of training needs constitute the foundation for effective training intervention and programme design
With the resources for training shrinking everyday and the demand for training increasing managers need to acquire knowledge in training needs assessment in their organisations and develop required skills to design appropriate programmes to address the training needs
This workshop is designed to equip and expose Human Resource Development (HRD) practitioners with requisite skills of learning and development function and how needs assessment fits into the process followed by an in-depth look at the core concepts and steps involved in conducting training needs assessment
Objectives of the Workshop At the end of the workshop participants
should be able to Define Training Needs Assessment Discuss different approaches to Training
Needs Assessment Design Training Needs Assessment Template Identify individual and group training needs
using a variety of methods Design and Develop Appropriate Training
Intervention
Content Training Needs Assessment ndash Starting
Out Levels of Training Needs Assessment Approaches to Training Needs
Assessment Target Setting Job Analysis Training Needs Assessment Template
Design Designing and Developing Training
Intervention Training Needs Assessment Evaluation Practical Exercise
DAY ONE 9 am -930 am
Opening Ceremony
10am ndash 1130am
Training Needs Assessmentndash Starting
Out
1130 am ndash 1 pm
Levels of Training Needs Assessment
1 pm ndash 2 pm
Group Lunch
2 pm -230 pmGroup
Ind Exercise
230 pm ndash 4 pm
Job Analysis
DAY TWO
MODULE FOUR (A)9 am ndash 11 am
Tea BreakDevelopment of Small Medium
Enterprise in Nigeria
MODULE FOUR (B)11 am ndash 1 pm
Marketing for Small and Medium Enterprise
MODULE FIVE (A)1 pm ndash 2 pm
Operational Guidelines of the new Pension scheme
2 pm ndash 3 pmLunch Prayer
MODULE FIVE (B)3 pm ndash 5 pm
Role of Pension Fund Administrators and Custodians
DAY THREE
MODULE SIX (A)9 am ndash 11 am
Tea Break starting your Business
MODULE SIX (B)11 am ndash 12 noon
Feasibility Study
MODULE SIX (C)12 noon ndash 1 pm
Business Plan
1 pm ndash 2 pmPresentation of Certificate
Communiqueacute
2 pm ndash 3 pmLunch Prayer Closing
TIME-TABLE FOR WORKSHOP ON TRAINING NEEDS ASSESSMENT amp PROGRAMME
DEVELOPMENT
Competency System
ldquopeople connectrdquo
Networking How it Works One of the best investments you can
make in life is to constantly develop friendships that can help you when you need it and of course you can also help when they need it It is a two-way track
A chain of interconnected people and situations gets you a job at the top It is not a passive siddon-look-and-hope-it-happens-because-I deserve- it sequence of activity
Itrsquos about meeting people and keeping in touch with them
What You Gain by Networking
Networking has helped a lot of people
1048633Break barriers between the possible and impossible
1048633Bridge gaps between the known and unknown
1048633Build relationships where friendships never existed
Using FOUR straight linesjoin ALL the dots
WITHOUT lifting your pen from the paper
4 straight lines
Join ALL dots
Do not lift pen
competitive
leverage can
only be
achieved if we
play at the
fringes of the
law
4 straight lines
Join ALL dots
Do not lift pen
TRAINING NEEDS ASSESSMENT ndash STARTING OUT
Training amp Development What is training What is development Training enhances the capabilities of an
employee to perform his or her current job Focuses on the current job
Examples for a bank teller Training program to correctly identify
counterfeit currency Training program in the bankrsquos new computer
system used by tellers to process customerrsquos transactions
18
Training amp Development Development enhances the capabilities of
an employee to be ready to perform possible future jobs Focuses on future jobs
Developmental education programs Examples for a bank teller
Bank sends the teller to a day-long workshop on ldquoEmerging Issues in Finance amp Bankingrdquo
Bank pays for the employee to get his or her MBA degree
Developmental job experiences Examples job rotation or job enlargement
Developmental interpersonal relationships Example mentoring
19
Training Cycle
Source Fisher Schoenfeldt amp Shaw (2006) Figure 91 p 377
20
Learning is provided in order to improve performance
on the present job
(Nadler 1984)
What have you done today to enhance (or at least insure against the decline of)
the relative overall useful-skill level of your work force
vis-a-vis competitors
- Tom Peters Thriving on Chaos
What is a competency A competency is a
combination of knowledge Skills and Attitudes demonstrated in the performance of a job by an individual
24
THE INDIVIDUAL DEVELOPMENT PLANNING PROCESS [IDP System]
1 Find the Required Level of Competency for the Job2 Find the Personal Competency of the Individual3 Find the gap which is the development need
What is a Needs Assessment
ldquoNeeds assessment is the systematic effort that we make to gather opinions and ideas from a variety of sources on performance problems or new systems
and technologiesrdquo
Allison Rossett (1987)
Needs Assessment Refers to the process used to determine
whether training is necessary
Because needs assessment is the first step in the instructional design process If it is poorly conducted training will not
achieve the outcomes or financial benefits the company expects
Causes and Outcomes ofNeeds Assessment
Reasons or ldquoPressure Pointsrdquo Outcomes
What is the ContextbullLegislation
bullLack of Basic Skills
bullPoor Performance
bullNew Technology
bullCustomer Requests
bullNew Products
bullHigher Performance Standards
bullNew Jobs
bullWhat Trainees Need to Learn
bullWho Receives Training
bullType of Training
bullFrequency of Training
bullBuy Versus Build Training Decision
bullTraining Versus Other HR Options Such as Selection or Job Redesign
bullHow Training Should Be Evaluated
Who Needs the Training
In What Do They Need Training
Organization Analysis
Task Analysis
Person Analysis
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
Steps of a Needs Assessment
Conduct Task Analysis and compile a Task Inventory
Perform a Gap Analysis
Select which tasks will be addressed
Determine performance measures for the trained task
Select Training Method
Estimate training costs
Needs assessment involves (1 of 2)
Organizational Analysis ndash involves determining the appropriateness of training given the
business strategy resources available for training support by managers and peers for training
Task Analysis ndash involves identifying the important tasks and
knowledge skill and behaviors that need to be emphasized in training for employees to complete their tasks
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
itrsquos aGREAT DAYitrsquos aGREAT DAY
Welcome Introduction Expectations from Participants Ground Rules
Leave personal baggage behindInteractive participationThere is no single right answerOnly one person talks at a timeAvoid distractions (control all mobile phones)
Delivery Method Interactive Experience sharing Groups Discussions
Conveniences Appreciating Your Organisation
Ground RulesCell Phones To VibrateEverybody ParticipatesListen ActivelyShare Your KnowledgeBe Open Minded
why are we here
ldquoThere is nothing training cannot do Nothing is above its reach
It can turn bad morals to good it can destroy bad principles and recreate
good ones it can lift men to angelshiprdquo
IntroductionIn advance economies proper identification of training needs constitute the foundation for effective training intervention and programme design
With the resources for training shrinking everyday and the demand for training increasing managers need to acquire knowledge in training needs assessment in their organisations and develop required skills to design appropriate programmes to address the training needs
This workshop is designed to equip and expose Human Resource Development (HRD) practitioners with requisite skills of learning and development function and how needs assessment fits into the process followed by an in-depth look at the core concepts and steps involved in conducting training needs assessment
Objectives of the Workshop At the end of the workshop participants
should be able to Define Training Needs Assessment Discuss different approaches to Training
Needs Assessment Design Training Needs Assessment Template Identify individual and group training needs
using a variety of methods Design and Develop Appropriate Training
Intervention
Content Training Needs Assessment ndash Starting
Out Levels of Training Needs Assessment Approaches to Training Needs
Assessment Target Setting Job Analysis Training Needs Assessment Template
Design Designing and Developing Training
Intervention Training Needs Assessment Evaluation Practical Exercise
DAY ONE 9 am -930 am
Opening Ceremony
10am ndash 1130am
Training Needs Assessmentndash Starting
Out
1130 am ndash 1 pm
Levels of Training Needs Assessment
1 pm ndash 2 pm
Group Lunch
2 pm -230 pmGroup
Ind Exercise
230 pm ndash 4 pm
Job Analysis
DAY TWO
MODULE FOUR (A)9 am ndash 11 am
Tea BreakDevelopment of Small Medium
Enterprise in Nigeria
MODULE FOUR (B)11 am ndash 1 pm
Marketing for Small and Medium Enterprise
MODULE FIVE (A)1 pm ndash 2 pm
Operational Guidelines of the new Pension scheme
2 pm ndash 3 pmLunch Prayer
MODULE FIVE (B)3 pm ndash 5 pm
Role of Pension Fund Administrators and Custodians
DAY THREE
MODULE SIX (A)9 am ndash 11 am
Tea Break starting your Business
MODULE SIX (B)11 am ndash 12 noon
Feasibility Study
MODULE SIX (C)12 noon ndash 1 pm
Business Plan
1 pm ndash 2 pmPresentation of Certificate
Communiqueacute
2 pm ndash 3 pmLunch Prayer Closing
TIME-TABLE FOR WORKSHOP ON TRAINING NEEDS ASSESSMENT amp PROGRAMME
DEVELOPMENT
Competency System
ldquopeople connectrdquo
Networking How it Works One of the best investments you can
make in life is to constantly develop friendships that can help you when you need it and of course you can also help when they need it It is a two-way track
A chain of interconnected people and situations gets you a job at the top It is not a passive siddon-look-and-hope-it-happens-because-I deserve- it sequence of activity
Itrsquos about meeting people and keeping in touch with them
What You Gain by Networking
Networking has helped a lot of people
1048633Break barriers between the possible and impossible
1048633Bridge gaps between the known and unknown
1048633Build relationships where friendships never existed
Using FOUR straight linesjoin ALL the dots
WITHOUT lifting your pen from the paper
4 straight lines
Join ALL dots
Do not lift pen
competitive
leverage can
only be
achieved if we
play at the
fringes of the
law
4 straight lines
Join ALL dots
Do not lift pen
TRAINING NEEDS ASSESSMENT ndash STARTING OUT
Training amp Development What is training What is development Training enhances the capabilities of an
employee to perform his or her current job Focuses on the current job
Examples for a bank teller Training program to correctly identify
counterfeit currency Training program in the bankrsquos new computer
system used by tellers to process customerrsquos transactions
18
Training amp Development Development enhances the capabilities of
an employee to be ready to perform possible future jobs Focuses on future jobs
Developmental education programs Examples for a bank teller
Bank sends the teller to a day-long workshop on ldquoEmerging Issues in Finance amp Bankingrdquo
Bank pays for the employee to get his or her MBA degree
Developmental job experiences Examples job rotation or job enlargement
Developmental interpersonal relationships Example mentoring
19
Training Cycle
Source Fisher Schoenfeldt amp Shaw (2006) Figure 91 p 377
20
Learning is provided in order to improve performance
on the present job
(Nadler 1984)
What have you done today to enhance (or at least insure against the decline of)
the relative overall useful-skill level of your work force
vis-a-vis competitors
- Tom Peters Thriving on Chaos
What is a competency A competency is a
combination of knowledge Skills and Attitudes demonstrated in the performance of a job by an individual
24
THE INDIVIDUAL DEVELOPMENT PLANNING PROCESS [IDP System]
1 Find the Required Level of Competency for the Job2 Find the Personal Competency of the Individual3 Find the gap which is the development need
What is a Needs Assessment
ldquoNeeds assessment is the systematic effort that we make to gather opinions and ideas from a variety of sources on performance problems or new systems
and technologiesrdquo
Allison Rossett (1987)
Needs Assessment Refers to the process used to determine
whether training is necessary
Because needs assessment is the first step in the instructional design process If it is poorly conducted training will not
achieve the outcomes or financial benefits the company expects
Causes and Outcomes ofNeeds Assessment
Reasons or ldquoPressure Pointsrdquo Outcomes
What is the ContextbullLegislation
bullLack of Basic Skills
bullPoor Performance
bullNew Technology
bullCustomer Requests
bullNew Products
bullHigher Performance Standards
bullNew Jobs
bullWhat Trainees Need to Learn
bullWho Receives Training
bullType of Training
bullFrequency of Training
bullBuy Versus Build Training Decision
bullTraining Versus Other HR Options Such as Selection or Job Redesign
bullHow Training Should Be Evaluated
Who Needs the Training
In What Do They Need Training
Organization Analysis
Task Analysis
Person Analysis
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
Steps of a Needs Assessment
Conduct Task Analysis and compile a Task Inventory
Perform a Gap Analysis
Select which tasks will be addressed
Determine performance measures for the trained task
Select Training Method
Estimate training costs
Needs assessment involves (1 of 2)
Organizational Analysis ndash involves determining the appropriateness of training given the
business strategy resources available for training support by managers and peers for training
Task Analysis ndash involves identifying the important tasks and
knowledge skill and behaviors that need to be emphasized in training for employees to complete their tasks
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Welcome Introduction Expectations from Participants Ground Rules
Leave personal baggage behindInteractive participationThere is no single right answerOnly one person talks at a timeAvoid distractions (control all mobile phones)
Delivery Method Interactive Experience sharing Groups Discussions
Conveniences Appreciating Your Organisation
Ground RulesCell Phones To VibrateEverybody ParticipatesListen ActivelyShare Your KnowledgeBe Open Minded
why are we here
ldquoThere is nothing training cannot do Nothing is above its reach
It can turn bad morals to good it can destroy bad principles and recreate
good ones it can lift men to angelshiprdquo
IntroductionIn advance economies proper identification of training needs constitute the foundation for effective training intervention and programme design
With the resources for training shrinking everyday and the demand for training increasing managers need to acquire knowledge in training needs assessment in their organisations and develop required skills to design appropriate programmes to address the training needs
This workshop is designed to equip and expose Human Resource Development (HRD) practitioners with requisite skills of learning and development function and how needs assessment fits into the process followed by an in-depth look at the core concepts and steps involved in conducting training needs assessment
Objectives of the Workshop At the end of the workshop participants
should be able to Define Training Needs Assessment Discuss different approaches to Training
Needs Assessment Design Training Needs Assessment Template Identify individual and group training needs
using a variety of methods Design and Develop Appropriate Training
Intervention
Content Training Needs Assessment ndash Starting
Out Levels of Training Needs Assessment Approaches to Training Needs
Assessment Target Setting Job Analysis Training Needs Assessment Template
Design Designing and Developing Training
Intervention Training Needs Assessment Evaluation Practical Exercise
DAY ONE 9 am -930 am
Opening Ceremony
10am ndash 1130am
Training Needs Assessmentndash Starting
Out
1130 am ndash 1 pm
Levels of Training Needs Assessment
1 pm ndash 2 pm
Group Lunch
2 pm -230 pmGroup
Ind Exercise
230 pm ndash 4 pm
Job Analysis
DAY TWO
MODULE FOUR (A)9 am ndash 11 am
Tea BreakDevelopment of Small Medium
Enterprise in Nigeria
MODULE FOUR (B)11 am ndash 1 pm
Marketing for Small and Medium Enterprise
MODULE FIVE (A)1 pm ndash 2 pm
Operational Guidelines of the new Pension scheme
2 pm ndash 3 pmLunch Prayer
MODULE FIVE (B)3 pm ndash 5 pm
Role of Pension Fund Administrators and Custodians
DAY THREE
MODULE SIX (A)9 am ndash 11 am
Tea Break starting your Business
MODULE SIX (B)11 am ndash 12 noon
Feasibility Study
MODULE SIX (C)12 noon ndash 1 pm
Business Plan
1 pm ndash 2 pmPresentation of Certificate
Communiqueacute
2 pm ndash 3 pmLunch Prayer Closing
TIME-TABLE FOR WORKSHOP ON TRAINING NEEDS ASSESSMENT amp PROGRAMME
DEVELOPMENT
Competency System
ldquopeople connectrdquo
Networking How it Works One of the best investments you can
make in life is to constantly develop friendships that can help you when you need it and of course you can also help when they need it It is a two-way track
A chain of interconnected people and situations gets you a job at the top It is not a passive siddon-look-and-hope-it-happens-because-I deserve- it sequence of activity
Itrsquos about meeting people and keeping in touch with them
What You Gain by Networking
Networking has helped a lot of people
1048633Break barriers between the possible and impossible
1048633Bridge gaps between the known and unknown
1048633Build relationships where friendships never existed
Using FOUR straight linesjoin ALL the dots
WITHOUT lifting your pen from the paper
4 straight lines
Join ALL dots
Do not lift pen
competitive
leverage can
only be
achieved if we
play at the
fringes of the
law
4 straight lines
Join ALL dots
Do not lift pen
TRAINING NEEDS ASSESSMENT ndash STARTING OUT
Training amp Development What is training What is development Training enhances the capabilities of an
employee to perform his or her current job Focuses on the current job
Examples for a bank teller Training program to correctly identify
counterfeit currency Training program in the bankrsquos new computer
system used by tellers to process customerrsquos transactions
18
Training amp Development Development enhances the capabilities of
an employee to be ready to perform possible future jobs Focuses on future jobs
Developmental education programs Examples for a bank teller
Bank sends the teller to a day-long workshop on ldquoEmerging Issues in Finance amp Bankingrdquo
Bank pays for the employee to get his or her MBA degree
Developmental job experiences Examples job rotation or job enlargement
Developmental interpersonal relationships Example mentoring
19
Training Cycle
Source Fisher Schoenfeldt amp Shaw (2006) Figure 91 p 377
20
Learning is provided in order to improve performance
on the present job
(Nadler 1984)
What have you done today to enhance (or at least insure against the decline of)
the relative overall useful-skill level of your work force
vis-a-vis competitors
- Tom Peters Thriving on Chaos
What is a competency A competency is a
combination of knowledge Skills and Attitudes demonstrated in the performance of a job by an individual
24
THE INDIVIDUAL DEVELOPMENT PLANNING PROCESS [IDP System]
1 Find the Required Level of Competency for the Job2 Find the Personal Competency of the Individual3 Find the gap which is the development need
What is a Needs Assessment
ldquoNeeds assessment is the systematic effort that we make to gather opinions and ideas from a variety of sources on performance problems or new systems
and technologiesrdquo
Allison Rossett (1987)
Needs Assessment Refers to the process used to determine
whether training is necessary
Because needs assessment is the first step in the instructional design process If it is poorly conducted training will not
achieve the outcomes or financial benefits the company expects
Causes and Outcomes ofNeeds Assessment
Reasons or ldquoPressure Pointsrdquo Outcomes
What is the ContextbullLegislation
bullLack of Basic Skills
bullPoor Performance
bullNew Technology
bullCustomer Requests
bullNew Products
bullHigher Performance Standards
bullNew Jobs
bullWhat Trainees Need to Learn
bullWho Receives Training
bullType of Training
bullFrequency of Training
bullBuy Versus Build Training Decision
bullTraining Versus Other HR Options Such as Selection or Job Redesign
bullHow Training Should Be Evaluated
Who Needs the Training
In What Do They Need Training
Organization Analysis
Task Analysis
Person Analysis
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
Steps of a Needs Assessment
Conduct Task Analysis and compile a Task Inventory
Perform a Gap Analysis
Select which tasks will be addressed
Determine performance measures for the trained task
Select Training Method
Estimate training costs
Needs assessment involves (1 of 2)
Organizational Analysis ndash involves determining the appropriateness of training given the
business strategy resources available for training support by managers and peers for training
Task Analysis ndash involves identifying the important tasks and
knowledge skill and behaviors that need to be emphasized in training for employees to complete their tasks
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Ground RulesCell Phones To VibrateEverybody ParticipatesListen ActivelyShare Your KnowledgeBe Open Minded
why are we here
ldquoThere is nothing training cannot do Nothing is above its reach
It can turn bad morals to good it can destroy bad principles and recreate
good ones it can lift men to angelshiprdquo
IntroductionIn advance economies proper identification of training needs constitute the foundation for effective training intervention and programme design
With the resources for training shrinking everyday and the demand for training increasing managers need to acquire knowledge in training needs assessment in their organisations and develop required skills to design appropriate programmes to address the training needs
This workshop is designed to equip and expose Human Resource Development (HRD) practitioners with requisite skills of learning and development function and how needs assessment fits into the process followed by an in-depth look at the core concepts and steps involved in conducting training needs assessment
Objectives of the Workshop At the end of the workshop participants
should be able to Define Training Needs Assessment Discuss different approaches to Training
Needs Assessment Design Training Needs Assessment Template Identify individual and group training needs
using a variety of methods Design and Develop Appropriate Training
Intervention
Content Training Needs Assessment ndash Starting
Out Levels of Training Needs Assessment Approaches to Training Needs
Assessment Target Setting Job Analysis Training Needs Assessment Template
Design Designing and Developing Training
Intervention Training Needs Assessment Evaluation Practical Exercise
DAY ONE 9 am -930 am
Opening Ceremony
10am ndash 1130am
Training Needs Assessmentndash Starting
Out
1130 am ndash 1 pm
Levels of Training Needs Assessment
1 pm ndash 2 pm
Group Lunch
2 pm -230 pmGroup
Ind Exercise
230 pm ndash 4 pm
Job Analysis
DAY TWO
MODULE FOUR (A)9 am ndash 11 am
Tea BreakDevelopment of Small Medium
Enterprise in Nigeria
MODULE FOUR (B)11 am ndash 1 pm
Marketing for Small and Medium Enterprise
MODULE FIVE (A)1 pm ndash 2 pm
Operational Guidelines of the new Pension scheme
2 pm ndash 3 pmLunch Prayer
MODULE FIVE (B)3 pm ndash 5 pm
Role of Pension Fund Administrators and Custodians
DAY THREE
MODULE SIX (A)9 am ndash 11 am
Tea Break starting your Business
MODULE SIX (B)11 am ndash 12 noon
Feasibility Study
MODULE SIX (C)12 noon ndash 1 pm
Business Plan
1 pm ndash 2 pmPresentation of Certificate
Communiqueacute
2 pm ndash 3 pmLunch Prayer Closing
TIME-TABLE FOR WORKSHOP ON TRAINING NEEDS ASSESSMENT amp PROGRAMME
DEVELOPMENT
Competency System
ldquopeople connectrdquo
Networking How it Works One of the best investments you can
make in life is to constantly develop friendships that can help you when you need it and of course you can also help when they need it It is a two-way track
A chain of interconnected people and situations gets you a job at the top It is not a passive siddon-look-and-hope-it-happens-because-I deserve- it sequence of activity
Itrsquos about meeting people and keeping in touch with them
What You Gain by Networking
Networking has helped a lot of people
1048633Break barriers between the possible and impossible
1048633Bridge gaps between the known and unknown
1048633Build relationships where friendships never existed
Using FOUR straight linesjoin ALL the dots
WITHOUT lifting your pen from the paper
4 straight lines
Join ALL dots
Do not lift pen
competitive
leverage can
only be
achieved if we
play at the
fringes of the
law
4 straight lines
Join ALL dots
Do not lift pen
TRAINING NEEDS ASSESSMENT ndash STARTING OUT
Training amp Development What is training What is development Training enhances the capabilities of an
employee to perform his or her current job Focuses on the current job
Examples for a bank teller Training program to correctly identify
counterfeit currency Training program in the bankrsquos new computer
system used by tellers to process customerrsquos transactions
18
Training amp Development Development enhances the capabilities of
an employee to be ready to perform possible future jobs Focuses on future jobs
Developmental education programs Examples for a bank teller
Bank sends the teller to a day-long workshop on ldquoEmerging Issues in Finance amp Bankingrdquo
Bank pays for the employee to get his or her MBA degree
Developmental job experiences Examples job rotation or job enlargement
Developmental interpersonal relationships Example mentoring
19
Training Cycle
Source Fisher Schoenfeldt amp Shaw (2006) Figure 91 p 377
20
Learning is provided in order to improve performance
on the present job
(Nadler 1984)
What have you done today to enhance (or at least insure against the decline of)
the relative overall useful-skill level of your work force
vis-a-vis competitors
- Tom Peters Thriving on Chaos
What is a competency A competency is a
combination of knowledge Skills and Attitudes demonstrated in the performance of a job by an individual
24
THE INDIVIDUAL DEVELOPMENT PLANNING PROCESS [IDP System]
1 Find the Required Level of Competency for the Job2 Find the Personal Competency of the Individual3 Find the gap which is the development need
What is a Needs Assessment
ldquoNeeds assessment is the systematic effort that we make to gather opinions and ideas from a variety of sources on performance problems or new systems
and technologiesrdquo
Allison Rossett (1987)
Needs Assessment Refers to the process used to determine
whether training is necessary
Because needs assessment is the first step in the instructional design process If it is poorly conducted training will not
achieve the outcomes or financial benefits the company expects
Causes and Outcomes ofNeeds Assessment
Reasons or ldquoPressure Pointsrdquo Outcomes
What is the ContextbullLegislation
bullLack of Basic Skills
bullPoor Performance
bullNew Technology
bullCustomer Requests
bullNew Products
bullHigher Performance Standards
bullNew Jobs
bullWhat Trainees Need to Learn
bullWho Receives Training
bullType of Training
bullFrequency of Training
bullBuy Versus Build Training Decision
bullTraining Versus Other HR Options Such as Selection or Job Redesign
bullHow Training Should Be Evaluated
Who Needs the Training
In What Do They Need Training
Organization Analysis
Task Analysis
Person Analysis
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
Steps of a Needs Assessment
Conduct Task Analysis and compile a Task Inventory
Perform a Gap Analysis
Select which tasks will be addressed
Determine performance measures for the trained task
Select Training Method
Estimate training costs
Needs assessment involves (1 of 2)
Organizational Analysis ndash involves determining the appropriateness of training given the
business strategy resources available for training support by managers and peers for training
Task Analysis ndash involves identifying the important tasks and
knowledge skill and behaviors that need to be emphasized in training for employees to complete their tasks
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
why are we here
ldquoThere is nothing training cannot do Nothing is above its reach
It can turn bad morals to good it can destroy bad principles and recreate
good ones it can lift men to angelshiprdquo
IntroductionIn advance economies proper identification of training needs constitute the foundation for effective training intervention and programme design
With the resources for training shrinking everyday and the demand for training increasing managers need to acquire knowledge in training needs assessment in their organisations and develop required skills to design appropriate programmes to address the training needs
This workshop is designed to equip and expose Human Resource Development (HRD) practitioners with requisite skills of learning and development function and how needs assessment fits into the process followed by an in-depth look at the core concepts and steps involved in conducting training needs assessment
Objectives of the Workshop At the end of the workshop participants
should be able to Define Training Needs Assessment Discuss different approaches to Training
Needs Assessment Design Training Needs Assessment Template Identify individual and group training needs
using a variety of methods Design and Develop Appropriate Training
Intervention
Content Training Needs Assessment ndash Starting
Out Levels of Training Needs Assessment Approaches to Training Needs
Assessment Target Setting Job Analysis Training Needs Assessment Template
Design Designing and Developing Training
Intervention Training Needs Assessment Evaluation Practical Exercise
DAY ONE 9 am -930 am
Opening Ceremony
10am ndash 1130am
Training Needs Assessmentndash Starting
Out
1130 am ndash 1 pm
Levels of Training Needs Assessment
1 pm ndash 2 pm
Group Lunch
2 pm -230 pmGroup
Ind Exercise
230 pm ndash 4 pm
Job Analysis
DAY TWO
MODULE FOUR (A)9 am ndash 11 am
Tea BreakDevelopment of Small Medium
Enterprise in Nigeria
MODULE FOUR (B)11 am ndash 1 pm
Marketing for Small and Medium Enterprise
MODULE FIVE (A)1 pm ndash 2 pm
Operational Guidelines of the new Pension scheme
2 pm ndash 3 pmLunch Prayer
MODULE FIVE (B)3 pm ndash 5 pm
Role of Pension Fund Administrators and Custodians
DAY THREE
MODULE SIX (A)9 am ndash 11 am
Tea Break starting your Business
MODULE SIX (B)11 am ndash 12 noon
Feasibility Study
MODULE SIX (C)12 noon ndash 1 pm
Business Plan
1 pm ndash 2 pmPresentation of Certificate
Communiqueacute
2 pm ndash 3 pmLunch Prayer Closing
TIME-TABLE FOR WORKSHOP ON TRAINING NEEDS ASSESSMENT amp PROGRAMME
DEVELOPMENT
Competency System
ldquopeople connectrdquo
Networking How it Works One of the best investments you can
make in life is to constantly develop friendships that can help you when you need it and of course you can also help when they need it It is a two-way track
A chain of interconnected people and situations gets you a job at the top It is not a passive siddon-look-and-hope-it-happens-because-I deserve- it sequence of activity
Itrsquos about meeting people and keeping in touch with them
What You Gain by Networking
Networking has helped a lot of people
1048633Break barriers between the possible and impossible
1048633Bridge gaps between the known and unknown
1048633Build relationships where friendships never existed
Using FOUR straight linesjoin ALL the dots
WITHOUT lifting your pen from the paper
4 straight lines
Join ALL dots
Do not lift pen
competitive
leverage can
only be
achieved if we
play at the
fringes of the
law
4 straight lines
Join ALL dots
Do not lift pen
TRAINING NEEDS ASSESSMENT ndash STARTING OUT
Training amp Development What is training What is development Training enhances the capabilities of an
employee to perform his or her current job Focuses on the current job
Examples for a bank teller Training program to correctly identify
counterfeit currency Training program in the bankrsquos new computer
system used by tellers to process customerrsquos transactions
18
Training amp Development Development enhances the capabilities of
an employee to be ready to perform possible future jobs Focuses on future jobs
Developmental education programs Examples for a bank teller
Bank sends the teller to a day-long workshop on ldquoEmerging Issues in Finance amp Bankingrdquo
Bank pays for the employee to get his or her MBA degree
Developmental job experiences Examples job rotation or job enlargement
Developmental interpersonal relationships Example mentoring
19
Training Cycle
Source Fisher Schoenfeldt amp Shaw (2006) Figure 91 p 377
20
Learning is provided in order to improve performance
on the present job
(Nadler 1984)
What have you done today to enhance (or at least insure against the decline of)
the relative overall useful-skill level of your work force
vis-a-vis competitors
- Tom Peters Thriving on Chaos
What is a competency A competency is a
combination of knowledge Skills and Attitudes demonstrated in the performance of a job by an individual
24
THE INDIVIDUAL DEVELOPMENT PLANNING PROCESS [IDP System]
1 Find the Required Level of Competency for the Job2 Find the Personal Competency of the Individual3 Find the gap which is the development need
What is a Needs Assessment
ldquoNeeds assessment is the systematic effort that we make to gather opinions and ideas from a variety of sources on performance problems or new systems
and technologiesrdquo
Allison Rossett (1987)
Needs Assessment Refers to the process used to determine
whether training is necessary
Because needs assessment is the first step in the instructional design process If it is poorly conducted training will not
achieve the outcomes or financial benefits the company expects
Causes and Outcomes ofNeeds Assessment
Reasons or ldquoPressure Pointsrdquo Outcomes
What is the ContextbullLegislation
bullLack of Basic Skills
bullPoor Performance
bullNew Technology
bullCustomer Requests
bullNew Products
bullHigher Performance Standards
bullNew Jobs
bullWhat Trainees Need to Learn
bullWho Receives Training
bullType of Training
bullFrequency of Training
bullBuy Versus Build Training Decision
bullTraining Versus Other HR Options Such as Selection or Job Redesign
bullHow Training Should Be Evaluated
Who Needs the Training
In What Do They Need Training
Organization Analysis
Task Analysis
Person Analysis
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
Steps of a Needs Assessment
Conduct Task Analysis and compile a Task Inventory
Perform a Gap Analysis
Select which tasks will be addressed
Determine performance measures for the trained task
Select Training Method
Estimate training costs
Needs assessment involves (1 of 2)
Organizational Analysis ndash involves determining the appropriateness of training given the
business strategy resources available for training support by managers and peers for training
Task Analysis ndash involves identifying the important tasks and
knowledge skill and behaviors that need to be emphasized in training for employees to complete their tasks
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
ldquoThere is nothing training cannot do Nothing is above its reach
It can turn bad morals to good it can destroy bad principles and recreate
good ones it can lift men to angelshiprdquo
IntroductionIn advance economies proper identification of training needs constitute the foundation for effective training intervention and programme design
With the resources for training shrinking everyday and the demand for training increasing managers need to acquire knowledge in training needs assessment in their organisations and develop required skills to design appropriate programmes to address the training needs
This workshop is designed to equip and expose Human Resource Development (HRD) practitioners with requisite skills of learning and development function and how needs assessment fits into the process followed by an in-depth look at the core concepts and steps involved in conducting training needs assessment
Objectives of the Workshop At the end of the workshop participants
should be able to Define Training Needs Assessment Discuss different approaches to Training
Needs Assessment Design Training Needs Assessment Template Identify individual and group training needs
using a variety of methods Design and Develop Appropriate Training
Intervention
Content Training Needs Assessment ndash Starting
Out Levels of Training Needs Assessment Approaches to Training Needs
Assessment Target Setting Job Analysis Training Needs Assessment Template
Design Designing and Developing Training
Intervention Training Needs Assessment Evaluation Practical Exercise
DAY ONE 9 am -930 am
Opening Ceremony
10am ndash 1130am
Training Needs Assessmentndash Starting
Out
1130 am ndash 1 pm
Levels of Training Needs Assessment
1 pm ndash 2 pm
Group Lunch
2 pm -230 pmGroup
Ind Exercise
230 pm ndash 4 pm
Job Analysis
DAY TWO
MODULE FOUR (A)9 am ndash 11 am
Tea BreakDevelopment of Small Medium
Enterprise in Nigeria
MODULE FOUR (B)11 am ndash 1 pm
Marketing for Small and Medium Enterprise
MODULE FIVE (A)1 pm ndash 2 pm
Operational Guidelines of the new Pension scheme
2 pm ndash 3 pmLunch Prayer
MODULE FIVE (B)3 pm ndash 5 pm
Role of Pension Fund Administrators and Custodians
DAY THREE
MODULE SIX (A)9 am ndash 11 am
Tea Break starting your Business
MODULE SIX (B)11 am ndash 12 noon
Feasibility Study
MODULE SIX (C)12 noon ndash 1 pm
Business Plan
1 pm ndash 2 pmPresentation of Certificate
Communiqueacute
2 pm ndash 3 pmLunch Prayer Closing
TIME-TABLE FOR WORKSHOP ON TRAINING NEEDS ASSESSMENT amp PROGRAMME
DEVELOPMENT
Competency System
ldquopeople connectrdquo
Networking How it Works One of the best investments you can
make in life is to constantly develop friendships that can help you when you need it and of course you can also help when they need it It is a two-way track
A chain of interconnected people and situations gets you a job at the top It is not a passive siddon-look-and-hope-it-happens-because-I deserve- it sequence of activity
Itrsquos about meeting people and keeping in touch with them
What You Gain by Networking
Networking has helped a lot of people
1048633Break barriers between the possible and impossible
1048633Bridge gaps between the known and unknown
1048633Build relationships where friendships never existed
Using FOUR straight linesjoin ALL the dots
WITHOUT lifting your pen from the paper
4 straight lines
Join ALL dots
Do not lift pen
competitive
leverage can
only be
achieved if we
play at the
fringes of the
law
4 straight lines
Join ALL dots
Do not lift pen
TRAINING NEEDS ASSESSMENT ndash STARTING OUT
Training amp Development What is training What is development Training enhances the capabilities of an
employee to perform his or her current job Focuses on the current job
Examples for a bank teller Training program to correctly identify
counterfeit currency Training program in the bankrsquos new computer
system used by tellers to process customerrsquos transactions
18
Training amp Development Development enhances the capabilities of
an employee to be ready to perform possible future jobs Focuses on future jobs
Developmental education programs Examples for a bank teller
Bank sends the teller to a day-long workshop on ldquoEmerging Issues in Finance amp Bankingrdquo
Bank pays for the employee to get his or her MBA degree
Developmental job experiences Examples job rotation or job enlargement
Developmental interpersonal relationships Example mentoring
19
Training Cycle
Source Fisher Schoenfeldt amp Shaw (2006) Figure 91 p 377
20
Learning is provided in order to improve performance
on the present job
(Nadler 1984)
What have you done today to enhance (or at least insure against the decline of)
the relative overall useful-skill level of your work force
vis-a-vis competitors
- Tom Peters Thriving on Chaos
What is a competency A competency is a
combination of knowledge Skills and Attitudes demonstrated in the performance of a job by an individual
24
THE INDIVIDUAL DEVELOPMENT PLANNING PROCESS [IDP System]
1 Find the Required Level of Competency for the Job2 Find the Personal Competency of the Individual3 Find the gap which is the development need
What is a Needs Assessment
ldquoNeeds assessment is the systematic effort that we make to gather opinions and ideas from a variety of sources on performance problems or new systems
and technologiesrdquo
Allison Rossett (1987)
Needs Assessment Refers to the process used to determine
whether training is necessary
Because needs assessment is the first step in the instructional design process If it is poorly conducted training will not
achieve the outcomes or financial benefits the company expects
Causes and Outcomes ofNeeds Assessment
Reasons or ldquoPressure Pointsrdquo Outcomes
What is the ContextbullLegislation
bullLack of Basic Skills
bullPoor Performance
bullNew Technology
bullCustomer Requests
bullNew Products
bullHigher Performance Standards
bullNew Jobs
bullWhat Trainees Need to Learn
bullWho Receives Training
bullType of Training
bullFrequency of Training
bullBuy Versus Build Training Decision
bullTraining Versus Other HR Options Such as Selection or Job Redesign
bullHow Training Should Be Evaluated
Who Needs the Training
In What Do They Need Training
Organization Analysis
Task Analysis
Person Analysis
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
Steps of a Needs Assessment
Conduct Task Analysis and compile a Task Inventory
Perform a Gap Analysis
Select which tasks will be addressed
Determine performance measures for the trained task
Select Training Method
Estimate training costs
Needs assessment involves (1 of 2)
Organizational Analysis ndash involves determining the appropriateness of training given the
business strategy resources available for training support by managers and peers for training
Task Analysis ndash involves identifying the important tasks and
knowledge skill and behaviors that need to be emphasized in training for employees to complete their tasks
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
IntroductionIn advance economies proper identification of training needs constitute the foundation for effective training intervention and programme design
With the resources for training shrinking everyday and the demand for training increasing managers need to acquire knowledge in training needs assessment in their organisations and develop required skills to design appropriate programmes to address the training needs
This workshop is designed to equip and expose Human Resource Development (HRD) practitioners with requisite skills of learning and development function and how needs assessment fits into the process followed by an in-depth look at the core concepts and steps involved in conducting training needs assessment
Objectives of the Workshop At the end of the workshop participants
should be able to Define Training Needs Assessment Discuss different approaches to Training
Needs Assessment Design Training Needs Assessment Template Identify individual and group training needs
using a variety of methods Design and Develop Appropriate Training
Intervention
Content Training Needs Assessment ndash Starting
Out Levels of Training Needs Assessment Approaches to Training Needs
Assessment Target Setting Job Analysis Training Needs Assessment Template
Design Designing and Developing Training
Intervention Training Needs Assessment Evaluation Practical Exercise
DAY ONE 9 am -930 am
Opening Ceremony
10am ndash 1130am
Training Needs Assessmentndash Starting
Out
1130 am ndash 1 pm
Levels of Training Needs Assessment
1 pm ndash 2 pm
Group Lunch
2 pm -230 pmGroup
Ind Exercise
230 pm ndash 4 pm
Job Analysis
DAY TWO
MODULE FOUR (A)9 am ndash 11 am
Tea BreakDevelopment of Small Medium
Enterprise in Nigeria
MODULE FOUR (B)11 am ndash 1 pm
Marketing for Small and Medium Enterprise
MODULE FIVE (A)1 pm ndash 2 pm
Operational Guidelines of the new Pension scheme
2 pm ndash 3 pmLunch Prayer
MODULE FIVE (B)3 pm ndash 5 pm
Role of Pension Fund Administrators and Custodians
DAY THREE
MODULE SIX (A)9 am ndash 11 am
Tea Break starting your Business
MODULE SIX (B)11 am ndash 12 noon
Feasibility Study
MODULE SIX (C)12 noon ndash 1 pm
Business Plan
1 pm ndash 2 pmPresentation of Certificate
Communiqueacute
2 pm ndash 3 pmLunch Prayer Closing
TIME-TABLE FOR WORKSHOP ON TRAINING NEEDS ASSESSMENT amp PROGRAMME
DEVELOPMENT
Competency System
ldquopeople connectrdquo
Networking How it Works One of the best investments you can
make in life is to constantly develop friendships that can help you when you need it and of course you can also help when they need it It is a two-way track
A chain of interconnected people and situations gets you a job at the top It is not a passive siddon-look-and-hope-it-happens-because-I deserve- it sequence of activity
Itrsquos about meeting people and keeping in touch with them
What You Gain by Networking
Networking has helped a lot of people
1048633Break barriers between the possible and impossible
1048633Bridge gaps between the known and unknown
1048633Build relationships where friendships never existed
Using FOUR straight linesjoin ALL the dots
WITHOUT lifting your pen from the paper
4 straight lines
Join ALL dots
Do not lift pen
competitive
leverage can
only be
achieved if we
play at the
fringes of the
law
4 straight lines
Join ALL dots
Do not lift pen
TRAINING NEEDS ASSESSMENT ndash STARTING OUT
Training amp Development What is training What is development Training enhances the capabilities of an
employee to perform his or her current job Focuses on the current job
Examples for a bank teller Training program to correctly identify
counterfeit currency Training program in the bankrsquos new computer
system used by tellers to process customerrsquos transactions
18
Training amp Development Development enhances the capabilities of
an employee to be ready to perform possible future jobs Focuses on future jobs
Developmental education programs Examples for a bank teller
Bank sends the teller to a day-long workshop on ldquoEmerging Issues in Finance amp Bankingrdquo
Bank pays for the employee to get his or her MBA degree
Developmental job experiences Examples job rotation or job enlargement
Developmental interpersonal relationships Example mentoring
19
Training Cycle
Source Fisher Schoenfeldt amp Shaw (2006) Figure 91 p 377
20
Learning is provided in order to improve performance
on the present job
(Nadler 1984)
What have you done today to enhance (or at least insure against the decline of)
the relative overall useful-skill level of your work force
vis-a-vis competitors
- Tom Peters Thriving on Chaos
What is a competency A competency is a
combination of knowledge Skills and Attitudes demonstrated in the performance of a job by an individual
24
THE INDIVIDUAL DEVELOPMENT PLANNING PROCESS [IDP System]
1 Find the Required Level of Competency for the Job2 Find the Personal Competency of the Individual3 Find the gap which is the development need
What is a Needs Assessment
ldquoNeeds assessment is the systematic effort that we make to gather opinions and ideas from a variety of sources on performance problems or new systems
and technologiesrdquo
Allison Rossett (1987)
Needs Assessment Refers to the process used to determine
whether training is necessary
Because needs assessment is the first step in the instructional design process If it is poorly conducted training will not
achieve the outcomes or financial benefits the company expects
Causes and Outcomes ofNeeds Assessment
Reasons or ldquoPressure Pointsrdquo Outcomes
What is the ContextbullLegislation
bullLack of Basic Skills
bullPoor Performance
bullNew Technology
bullCustomer Requests
bullNew Products
bullHigher Performance Standards
bullNew Jobs
bullWhat Trainees Need to Learn
bullWho Receives Training
bullType of Training
bullFrequency of Training
bullBuy Versus Build Training Decision
bullTraining Versus Other HR Options Such as Selection or Job Redesign
bullHow Training Should Be Evaluated
Who Needs the Training
In What Do They Need Training
Organization Analysis
Task Analysis
Person Analysis
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
Steps of a Needs Assessment
Conduct Task Analysis and compile a Task Inventory
Perform a Gap Analysis
Select which tasks will be addressed
Determine performance measures for the trained task
Select Training Method
Estimate training costs
Needs assessment involves (1 of 2)
Organizational Analysis ndash involves determining the appropriateness of training given the
business strategy resources available for training support by managers and peers for training
Task Analysis ndash involves identifying the important tasks and
knowledge skill and behaviors that need to be emphasized in training for employees to complete their tasks
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Objectives of the Workshop At the end of the workshop participants
should be able to Define Training Needs Assessment Discuss different approaches to Training
Needs Assessment Design Training Needs Assessment Template Identify individual and group training needs
using a variety of methods Design and Develop Appropriate Training
Intervention
Content Training Needs Assessment ndash Starting
Out Levels of Training Needs Assessment Approaches to Training Needs
Assessment Target Setting Job Analysis Training Needs Assessment Template
Design Designing and Developing Training
Intervention Training Needs Assessment Evaluation Practical Exercise
DAY ONE 9 am -930 am
Opening Ceremony
10am ndash 1130am
Training Needs Assessmentndash Starting
Out
1130 am ndash 1 pm
Levels of Training Needs Assessment
1 pm ndash 2 pm
Group Lunch
2 pm -230 pmGroup
Ind Exercise
230 pm ndash 4 pm
Job Analysis
DAY TWO
MODULE FOUR (A)9 am ndash 11 am
Tea BreakDevelopment of Small Medium
Enterprise in Nigeria
MODULE FOUR (B)11 am ndash 1 pm
Marketing for Small and Medium Enterprise
MODULE FIVE (A)1 pm ndash 2 pm
Operational Guidelines of the new Pension scheme
2 pm ndash 3 pmLunch Prayer
MODULE FIVE (B)3 pm ndash 5 pm
Role of Pension Fund Administrators and Custodians
DAY THREE
MODULE SIX (A)9 am ndash 11 am
Tea Break starting your Business
MODULE SIX (B)11 am ndash 12 noon
Feasibility Study
MODULE SIX (C)12 noon ndash 1 pm
Business Plan
1 pm ndash 2 pmPresentation of Certificate
Communiqueacute
2 pm ndash 3 pmLunch Prayer Closing
TIME-TABLE FOR WORKSHOP ON TRAINING NEEDS ASSESSMENT amp PROGRAMME
DEVELOPMENT
Competency System
ldquopeople connectrdquo
Networking How it Works One of the best investments you can
make in life is to constantly develop friendships that can help you when you need it and of course you can also help when they need it It is a two-way track
A chain of interconnected people and situations gets you a job at the top It is not a passive siddon-look-and-hope-it-happens-because-I deserve- it sequence of activity
Itrsquos about meeting people and keeping in touch with them
What You Gain by Networking
Networking has helped a lot of people
1048633Break barriers between the possible and impossible
1048633Bridge gaps between the known and unknown
1048633Build relationships where friendships never existed
Using FOUR straight linesjoin ALL the dots
WITHOUT lifting your pen from the paper
4 straight lines
Join ALL dots
Do not lift pen
competitive
leverage can
only be
achieved if we
play at the
fringes of the
law
4 straight lines
Join ALL dots
Do not lift pen
TRAINING NEEDS ASSESSMENT ndash STARTING OUT
Training amp Development What is training What is development Training enhances the capabilities of an
employee to perform his or her current job Focuses on the current job
Examples for a bank teller Training program to correctly identify
counterfeit currency Training program in the bankrsquos new computer
system used by tellers to process customerrsquos transactions
18
Training amp Development Development enhances the capabilities of
an employee to be ready to perform possible future jobs Focuses on future jobs
Developmental education programs Examples for a bank teller
Bank sends the teller to a day-long workshop on ldquoEmerging Issues in Finance amp Bankingrdquo
Bank pays for the employee to get his or her MBA degree
Developmental job experiences Examples job rotation or job enlargement
Developmental interpersonal relationships Example mentoring
19
Training Cycle
Source Fisher Schoenfeldt amp Shaw (2006) Figure 91 p 377
20
Learning is provided in order to improve performance
on the present job
(Nadler 1984)
What have you done today to enhance (or at least insure against the decline of)
the relative overall useful-skill level of your work force
vis-a-vis competitors
- Tom Peters Thriving on Chaos
What is a competency A competency is a
combination of knowledge Skills and Attitudes demonstrated in the performance of a job by an individual
24
THE INDIVIDUAL DEVELOPMENT PLANNING PROCESS [IDP System]
1 Find the Required Level of Competency for the Job2 Find the Personal Competency of the Individual3 Find the gap which is the development need
What is a Needs Assessment
ldquoNeeds assessment is the systematic effort that we make to gather opinions and ideas from a variety of sources on performance problems or new systems
and technologiesrdquo
Allison Rossett (1987)
Needs Assessment Refers to the process used to determine
whether training is necessary
Because needs assessment is the first step in the instructional design process If it is poorly conducted training will not
achieve the outcomes or financial benefits the company expects
Causes and Outcomes ofNeeds Assessment
Reasons or ldquoPressure Pointsrdquo Outcomes
What is the ContextbullLegislation
bullLack of Basic Skills
bullPoor Performance
bullNew Technology
bullCustomer Requests
bullNew Products
bullHigher Performance Standards
bullNew Jobs
bullWhat Trainees Need to Learn
bullWho Receives Training
bullType of Training
bullFrequency of Training
bullBuy Versus Build Training Decision
bullTraining Versus Other HR Options Such as Selection or Job Redesign
bullHow Training Should Be Evaluated
Who Needs the Training
In What Do They Need Training
Organization Analysis
Task Analysis
Person Analysis
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
Steps of a Needs Assessment
Conduct Task Analysis and compile a Task Inventory
Perform a Gap Analysis
Select which tasks will be addressed
Determine performance measures for the trained task
Select Training Method
Estimate training costs
Needs assessment involves (1 of 2)
Organizational Analysis ndash involves determining the appropriateness of training given the
business strategy resources available for training support by managers and peers for training
Task Analysis ndash involves identifying the important tasks and
knowledge skill and behaviors that need to be emphasized in training for employees to complete their tasks
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Content Training Needs Assessment ndash Starting
Out Levels of Training Needs Assessment Approaches to Training Needs
Assessment Target Setting Job Analysis Training Needs Assessment Template
Design Designing and Developing Training
Intervention Training Needs Assessment Evaluation Practical Exercise
DAY ONE 9 am -930 am
Opening Ceremony
10am ndash 1130am
Training Needs Assessmentndash Starting
Out
1130 am ndash 1 pm
Levels of Training Needs Assessment
1 pm ndash 2 pm
Group Lunch
2 pm -230 pmGroup
Ind Exercise
230 pm ndash 4 pm
Job Analysis
DAY TWO
MODULE FOUR (A)9 am ndash 11 am
Tea BreakDevelopment of Small Medium
Enterprise in Nigeria
MODULE FOUR (B)11 am ndash 1 pm
Marketing for Small and Medium Enterprise
MODULE FIVE (A)1 pm ndash 2 pm
Operational Guidelines of the new Pension scheme
2 pm ndash 3 pmLunch Prayer
MODULE FIVE (B)3 pm ndash 5 pm
Role of Pension Fund Administrators and Custodians
DAY THREE
MODULE SIX (A)9 am ndash 11 am
Tea Break starting your Business
MODULE SIX (B)11 am ndash 12 noon
Feasibility Study
MODULE SIX (C)12 noon ndash 1 pm
Business Plan
1 pm ndash 2 pmPresentation of Certificate
Communiqueacute
2 pm ndash 3 pmLunch Prayer Closing
TIME-TABLE FOR WORKSHOP ON TRAINING NEEDS ASSESSMENT amp PROGRAMME
DEVELOPMENT
Competency System
ldquopeople connectrdquo
Networking How it Works One of the best investments you can
make in life is to constantly develop friendships that can help you when you need it and of course you can also help when they need it It is a two-way track
A chain of interconnected people and situations gets you a job at the top It is not a passive siddon-look-and-hope-it-happens-because-I deserve- it sequence of activity
Itrsquos about meeting people and keeping in touch with them
What You Gain by Networking
Networking has helped a lot of people
1048633Break barriers between the possible and impossible
1048633Bridge gaps between the known and unknown
1048633Build relationships where friendships never existed
Using FOUR straight linesjoin ALL the dots
WITHOUT lifting your pen from the paper
4 straight lines
Join ALL dots
Do not lift pen
competitive
leverage can
only be
achieved if we
play at the
fringes of the
law
4 straight lines
Join ALL dots
Do not lift pen
TRAINING NEEDS ASSESSMENT ndash STARTING OUT
Training amp Development What is training What is development Training enhances the capabilities of an
employee to perform his or her current job Focuses on the current job
Examples for a bank teller Training program to correctly identify
counterfeit currency Training program in the bankrsquos new computer
system used by tellers to process customerrsquos transactions
18
Training amp Development Development enhances the capabilities of
an employee to be ready to perform possible future jobs Focuses on future jobs
Developmental education programs Examples for a bank teller
Bank sends the teller to a day-long workshop on ldquoEmerging Issues in Finance amp Bankingrdquo
Bank pays for the employee to get his or her MBA degree
Developmental job experiences Examples job rotation or job enlargement
Developmental interpersonal relationships Example mentoring
19
Training Cycle
Source Fisher Schoenfeldt amp Shaw (2006) Figure 91 p 377
20
Learning is provided in order to improve performance
on the present job
(Nadler 1984)
What have you done today to enhance (or at least insure against the decline of)
the relative overall useful-skill level of your work force
vis-a-vis competitors
- Tom Peters Thriving on Chaos
What is a competency A competency is a
combination of knowledge Skills and Attitudes demonstrated in the performance of a job by an individual
24
THE INDIVIDUAL DEVELOPMENT PLANNING PROCESS [IDP System]
1 Find the Required Level of Competency for the Job2 Find the Personal Competency of the Individual3 Find the gap which is the development need
What is a Needs Assessment
ldquoNeeds assessment is the systematic effort that we make to gather opinions and ideas from a variety of sources on performance problems or new systems
and technologiesrdquo
Allison Rossett (1987)
Needs Assessment Refers to the process used to determine
whether training is necessary
Because needs assessment is the first step in the instructional design process If it is poorly conducted training will not
achieve the outcomes or financial benefits the company expects
Causes and Outcomes ofNeeds Assessment
Reasons or ldquoPressure Pointsrdquo Outcomes
What is the ContextbullLegislation
bullLack of Basic Skills
bullPoor Performance
bullNew Technology
bullCustomer Requests
bullNew Products
bullHigher Performance Standards
bullNew Jobs
bullWhat Trainees Need to Learn
bullWho Receives Training
bullType of Training
bullFrequency of Training
bullBuy Versus Build Training Decision
bullTraining Versus Other HR Options Such as Selection or Job Redesign
bullHow Training Should Be Evaluated
Who Needs the Training
In What Do They Need Training
Organization Analysis
Task Analysis
Person Analysis
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
Steps of a Needs Assessment
Conduct Task Analysis and compile a Task Inventory
Perform a Gap Analysis
Select which tasks will be addressed
Determine performance measures for the trained task
Select Training Method
Estimate training costs
Needs assessment involves (1 of 2)
Organizational Analysis ndash involves determining the appropriateness of training given the
business strategy resources available for training support by managers and peers for training
Task Analysis ndash involves identifying the important tasks and
knowledge skill and behaviors that need to be emphasized in training for employees to complete their tasks
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
DAY ONE 9 am -930 am
Opening Ceremony
10am ndash 1130am
Training Needs Assessmentndash Starting
Out
1130 am ndash 1 pm
Levels of Training Needs Assessment
1 pm ndash 2 pm
Group Lunch
2 pm -230 pmGroup
Ind Exercise
230 pm ndash 4 pm
Job Analysis
DAY TWO
MODULE FOUR (A)9 am ndash 11 am
Tea BreakDevelopment of Small Medium
Enterprise in Nigeria
MODULE FOUR (B)11 am ndash 1 pm
Marketing for Small and Medium Enterprise
MODULE FIVE (A)1 pm ndash 2 pm
Operational Guidelines of the new Pension scheme
2 pm ndash 3 pmLunch Prayer
MODULE FIVE (B)3 pm ndash 5 pm
Role of Pension Fund Administrators and Custodians
DAY THREE
MODULE SIX (A)9 am ndash 11 am
Tea Break starting your Business
MODULE SIX (B)11 am ndash 12 noon
Feasibility Study
MODULE SIX (C)12 noon ndash 1 pm
Business Plan
1 pm ndash 2 pmPresentation of Certificate
Communiqueacute
2 pm ndash 3 pmLunch Prayer Closing
TIME-TABLE FOR WORKSHOP ON TRAINING NEEDS ASSESSMENT amp PROGRAMME
DEVELOPMENT
Competency System
ldquopeople connectrdquo
Networking How it Works One of the best investments you can
make in life is to constantly develop friendships that can help you when you need it and of course you can also help when they need it It is a two-way track
A chain of interconnected people and situations gets you a job at the top It is not a passive siddon-look-and-hope-it-happens-because-I deserve- it sequence of activity
Itrsquos about meeting people and keeping in touch with them
What You Gain by Networking
Networking has helped a lot of people
1048633Break barriers between the possible and impossible
1048633Bridge gaps between the known and unknown
1048633Build relationships where friendships never existed
Using FOUR straight linesjoin ALL the dots
WITHOUT lifting your pen from the paper
4 straight lines
Join ALL dots
Do not lift pen
competitive
leverage can
only be
achieved if we
play at the
fringes of the
law
4 straight lines
Join ALL dots
Do not lift pen
TRAINING NEEDS ASSESSMENT ndash STARTING OUT
Training amp Development What is training What is development Training enhances the capabilities of an
employee to perform his or her current job Focuses on the current job
Examples for a bank teller Training program to correctly identify
counterfeit currency Training program in the bankrsquos new computer
system used by tellers to process customerrsquos transactions
18
Training amp Development Development enhances the capabilities of
an employee to be ready to perform possible future jobs Focuses on future jobs
Developmental education programs Examples for a bank teller
Bank sends the teller to a day-long workshop on ldquoEmerging Issues in Finance amp Bankingrdquo
Bank pays for the employee to get his or her MBA degree
Developmental job experiences Examples job rotation or job enlargement
Developmental interpersonal relationships Example mentoring
19
Training Cycle
Source Fisher Schoenfeldt amp Shaw (2006) Figure 91 p 377
20
Learning is provided in order to improve performance
on the present job
(Nadler 1984)
What have you done today to enhance (or at least insure against the decline of)
the relative overall useful-skill level of your work force
vis-a-vis competitors
- Tom Peters Thriving on Chaos
What is a competency A competency is a
combination of knowledge Skills and Attitudes demonstrated in the performance of a job by an individual
24
THE INDIVIDUAL DEVELOPMENT PLANNING PROCESS [IDP System]
1 Find the Required Level of Competency for the Job2 Find the Personal Competency of the Individual3 Find the gap which is the development need
What is a Needs Assessment
ldquoNeeds assessment is the systematic effort that we make to gather opinions and ideas from a variety of sources on performance problems or new systems
and technologiesrdquo
Allison Rossett (1987)
Needs Assessment Refers to the process used to determine
whether training is necessary
Because needs assessment is the first step in the instructional design process If it is poorly conducted training will not
achieve the outcomes or financial benefits the company expects
Causes and Outcomes ofNeeds Assessment
Reasons or ldquoPressure Pointsrdquo Outcomes
What is the ContextbullLegislation
bullLack of Basic Skills
bullPoor Performance
bullNew Technology
bullCustomer Requests
bullNew Products
bullHigher Performance Standards
bullNew Jobs
bullWhat Trainees Need to Learn
bullWho Receives Training
bullType of Training
bullFrequency of Training
bullBuy Versus Build Training Decision
bullTraining Versus Other HR Options Such as Selection or Job Redesign
bullHow Training Should Be Evaluated
Who Needs the Training
In What Do They Need Training
Organization Analysis
Task Analysis
Person Analysis
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
Steps of a Needs Assessment
Conduct Task Analysis and compile a Task Inventory
Perform a Gap Analysis
Select which tasks will be addressed
Determine performance measures for the trained task
Select Training Method
Estimate training costs
Needs assessment involves (1 of 2)
Organizational Analysis ndash involves determining the appropriateness of training given the
business strategy resources available for training support by managers and peers for training
Task Analysis ndash involves identifying the important tasks and
knowledge skill and behaviors that need to be emphasized in training for employees to complete their tasks
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
ldquopeople connectrdquo
Networking How it Works One of the best investments you can
make in life is to constantly develop friendships that can help you when you need it and of course you can also help when they need it It is a two-way track
A chain of interconnected people and situations gets you a job at the top It is not a passive siddon-look-and-hope-it-happens-because-I deserve- it sequence of activity
Itrsquos about meeting people and keeping in touch with them
What You Gain by Networking
Networking has helped a lot of people
1048633Break barriers between the possible and impossible
1048633Bridge gaps between the known and unknown
1048633Build relationships where friendships never existed
Using FOUR straight linesjoin ALL the dots
WITHOUT lifting your pen from the paper
4 straight lines
Join ALL dots
Do not lift pen
competitive
leverage can
only be
achieved if we
play at the
fringes of the
law
4 straight lines
Join ALL dots
Do not lift pen
TRAINING NEEDS ASSESSMENT ndash STARTING OUT
Training amp Development What is training What is development Training enhances the capabilities of an
employee to perform his or her current job Focuses on the current job
Examples for a bank teller Training program to correctly identify
counterfeit currency Training program in the bankrsquos new computer
system used by tellers to process customerrsquos transactions
18
Training amp Development Development enhances the capabilities of
an employee to be ready to perform possible future jobs Focuses on future jobs
Developmental education programs Examples for a bank teller
Bank sends the teller to a day-long workshop on ldquoEmerging Issues in Finance amp Bankingrdquo
Bank pays for the employee to get his or her MBA degree
Developmental job experiences Examples job rotation or job enlargement
Developmental interpersonal relationships Example mentoring
19
Training Cycle
Source Fisher Schoenfeldt amp Shaw (2006) Figure 91 p 377
20
Learning is provided in order to improve performance
on the present job
(Nadler 1984)
What have you done today to enhance (or at least insure against the decline of)
the relative overall useful-skill level of your work force
vis-a-vis competitors
- Tom Peters Thriving on Chaos
What is a competency A competency is a
combination of knowledge Skills and Attitudes demonstrated in the performance of a job by an individual
24
THE INDIVIDUAL DEVELOPMENT PLANNING PROCESS [IDP System]
1 Find the Required Level of Competency for the Job2 Find the Personal Competency of the Individual3 Find the gap which is the development need
What is a Needs Assessment
ldquoNeeds assessment is the systematic effort that we make to gather opinions and ideas from a variety of sources on performance problems or new systems
and technologiesrdquo
Allison Rossett (1987)
Needs Assessment Refers to the process used to determine
whether training is necessary
Because needs assessment is the first step in the instructional design process If it is poorly conducted training will not
achieve the outcomes or financial benefits the company expects
Causes and Outcomes ofNeeds Assessment
Reasons or ldquoPressure Pointsrdquo Outcomes
What is the ContextbullLegislation
bullLack of Basic Skills
bullPoor Performance
bullNew Technology
bullCustomer Requests
bullNew Products
bullHigher Performance Standards
bullNew Jobs
bullWhat Trainees Need to Learn
bullWho Receives Training
bullType of Training
bullFrequency of Training
bullBuy Versus Build Training Decision
bullTraining Versus Other HR Options Such as Selection or Job Redesign
bullHow Training Should Be Evaluated
Who Needs the Training
In What Do They Need Training
Organization Analysis
Task Analysis
Person Analysis
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
Steps of a Needs Assessment
Conduct Task Analysis and compile a Task Inventory
Perform a Gap Analysis
Select which tasks will be addressed
Determine performance measures for the trained task
Select Training Method
Estimate training costs
Needs assessment involves (1 of 2)
Organizational Analysis ndash involves determining the appropriateness of training given the
business strategy resources available for training support by managers and peers for training
Task Analysis ndash involves identifying the important tasks and
knowledge skill and behaviors that need to be emphasized in training for employees to complete their tasks
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Networking How it Works One of the best investments you can
make in life is to constantly develop friendships that can help you when you need it and of course you can also help when they need it It is a two-way track
A chain of interconnected people and situations gets you a job at the top It is not a passive siddon-look-and-hope-it-happens-because-I deserve- it sequence of activity
Itrsquos about meeting people and keeping in touch with them
What You Gain by Networking
Networking has helped a lot of people
1048633Break barriers between the possible and impossible
1048633Bridge gaps between the known and unknown
1048633Build relationships where friendships never existed
Using FOUR straight linesjoin ALL the dots
WITHOUT lifting your pen from the paper
4 straight lines
Join ALL dots
Do not lift pen
competitive
leverage can
only be
achieved if we
play at the
fringes of the
law
4 straight lines
Join ALL dots
Do not lift pen
TRAINING NEEDS ASSESSMENT ndash STARTING OUT
Training amp Development What is training What is development Training enhances the capabilities of an
employee to perform his or her current job Focuses on the current job
Examples for a bank teller Training program to correctly identify
counterfeit currency Training program in the bankrsquos new computer
system used by tellers to process customerrsquos transactions
18
Training amp Development Development enhances the capabilities of
an employee to be ready to perform possible future jobs Focuses on future jobs
Developmental education programs Examples for a bank teller
Bank sends the teller to a day-long workshop on ldquoEmerging Issues in Finance amp Bankingrdquo
Bank pays for the employee to get his or her MBA degree
Developmental job experiences Examples job rotation or job enlargement
Developmental interpersonal relationships Example mentoring
19
Training Cycle
Source Fisher Schoenfeldt amp Shaw (2006) Figure 91 p 377
20
Learning is provided in order to improve performance
on the present job
(Nadler 1984)
What have you done today to enhance (or at least insure against the decline of)
the relative overall useful-skill level of your work force
vis-a-vis competitors
- Tom Peters Thriving on Chaos
What is a competency A competency is a
combination of knowledge Skills and Attitudes demonstrated in the performance of a job by an individual
24
THE INDIVIDUAL DEVELOPMENT PLANNING PROCESS [IDP System]
1 Find the Required Level of Competency for the Job2 Find the Personal Competency of the Individual3 Find the gap which is the development need
What is a Needs Assessment
ldquoNeeds assessment is the systematic effort that we make to gather opinions and ideas from a variety of sources on performance problems or new systems
and technologiesrdquo
Allison Rossett (1987)
Needs Assessment Refers to the process used to determine
whether training is necessary
Because needs assessment is the first step in the instructional design process If it is poorly conducted training will not
achieve the outcomes or financial benefits the company expects
Causes and Outcomes ofNeeds Assessment
Reasons or ldquoPressure Pointsrdquo Outcomes
What is the ContextbullLegislation
bullLack of Basic Skills
bullPoor Performance
bullNew Technology
bullCustomer Requests
bullNew Products
bullHigher Performance Standards
bullNew Jobs
bullWhat Trainees Need to Learn
bullWho Receives Training
bullType of Training
bullFrequency of Training
bullBuy Versus Build Training Decision
bullTraining Versus Other HR Options Such as Selection or Job Redesign
bullHow Training Should Be Evaluated
Who Needs the Training
In What Do They Need Training
Organization Analysis
Task Analysis
Person Analysis
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
Steps of a Needs Assessment
Conduct Task Analysis and compile a Task Inventory
Perform a Gap Analysis
Select which tasks will be addressed
Determine performance measures for the trained task
Select Training Method
Estimate training costs
Needs assessment involves (1 of 2)
Organizational Analysis ndash involves determining the appropriateness of training given the
business strategy resources available for training support by managers and peers for training
Task Analysis ndash involves identifying the important tasks and
knowledge skill and behaviors that need to be emphasized in training for employees to complete their tasks
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
What You Gain by Networking
Networking has helped a lot of people
1048633Break barriers between the possible and impossible
1048633Bridge gaps between the known and unknown
1048633Build relationships where friendships never existed
Using FOUR straight linesjoin ALL the dots
WITHOUT lifting your pen from the paper
4 straight lines
Join ALL dots
Do not lift pen
competitive
leverage can
only be
achieved if we
play at the
fringes of the
law
4 straight lines
Join ALL dots
Do not lift pen
TRAINING NEEDS ASSESSMENT ndash STARTING OUT
Training amp Development What is training What is development Training enhances the capabilities of an
employee to perform his or her current job Focuses on the current job
Examples for a bank teller Training program to correctly identify
counterfeit currency Training program in the bankrsquos new computer
system used by tellers to process customerrsquos transactions
18
Training amp Development Development enhances the capabilities of
an employee to be ready to perform possible future jobs Focuses on future jobs
Developmental education programs Examples for a bank teller
Bank sends the teller to a day-long workshop on ldquoEmerging Issues in Finance amp Bankingrdquo
Bank pays for the employee to get his or her MBA degree
Developmental job experiences Examples job rotation or job enlargement
Developmental interpersonal relationships Example mentoring
19
Training Cycle
Source Fisher Schoenfeldt amp Shaw (2006) Figure 91 p 377
20
Learning is provided in order to improve performance
on the present job
(Nadler 1984)
What have you done today to enhance (or at least insure against the decline of)
the relative overall useful-skill level of your work force
vis-a-vis competitors
- Tom Peters Thriving on Chaos
What is a competency A competency is a
combination of knowledge Skills and Attitudes demonstrated in the performance of a job by an individual
24
THE INDIVIDUAL DEVELOPMENT PLANNING PROCESS [IDP System]
1 Find the Required Level of Competency for the Job2 Find the Personal Competency of the Individual3 Find the gap which is the development need
What is a Needs Assessment
ldquoNeeds assessment is the systematic effort that we make to gather opinions and ideas from a variety of sources on performance problems or new systems
and technologiesrdquo
Allison Rossett (1987)
Needs Assessment Refers to the process used to determine
whether training is necessary
Because needs assessment is the first step in the instructional design process If it is poorly conducted training will not
achieve the outcomes or financial benefits the company expects
Causes and Outcomes ofNeeds Assessment
Reasons or ldquoPressure Pointsrdquo Outcomes
What is the ContextbullLegislation
bullLack of Basic Skills
bullPoor Performance
bullNew Technology
bullCustomer Requests
bullNew Products
bullHigher Performance Standards
bullNew Jobs
bullWhat Trainees Need to Learn
bullWho Receives Training
bullType of Training
bullFrequency of Training
bullBuy Versus Build Training Decision
bullTraining Versus Other HR Options Such as Selection or Job Redesign
bullHow Training Should Be Evaluated
Who Needs the Training
In What Do They Need Training
Organization Analysis
Task Analysis
Person Analysis
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
Steps of a Needs Assessment
Conduct Task Analysis and compile a Task Inventory
Perform a Gap Analysis
Select which tasks will be addressed
Determine performance measures for the trained task
Select Training Method
Estimate training costs
Needs assessment involves (1 of 2)
Organizational Analysis ndash involves determining the appropriateness of training given the
business strategy resources available for training support by managers and peers for training
Task Analysis ndash involves identifying the important tasks and
knowledge skill and behaviors that need to be emphasized in training for employees to complete their tasks
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Using FOUR straight linesjoin ALL the dots
WITHOUT lifting your pen from the paper
4 straight lines
Join ALL dots
Do not lift pen
competitive
leverage can
only be
achieved if we
play at the
fringes of the
law
4 straight lines
Join ALL dots
Do not lift pen
TRAINING NEEDS ASSESSMENT ndash STARTING OUT
Training amp Development What is training What is development Training enhances the capabilities of an
employee to perform his or her current job Focuses on the current job
Examples for a bank teller Training program to correctly identify
counterfeit currency Training program in the bankrsquos new computer
system used by tellers to process customerrsquos transactions
18
Training amp Development Development enhances the capabilities of
an employee to be ready to perform possible future jobs Focuses on future jobs
Developmental education programs Examples for a bank teller
Bank sends the teller to a day-long workshop on ldquoEmerging Issues in Finance amp Bankingrdquo
Bank pays for the employee to get his or her MBA degree
Developmental job experiences Examples job rotation or job enlargement
Developmental interpersonal relationships Example mentoring
19
Training Cycle
Source Fisher Schoenfeldt amp Shaw (2006) Figure 91 p 377
20
Learning is provided in order to improve performance
on the present job
(Nadler 1984)
What have you done today to enhance (or at least insure against the decline of)
the relative overall useful-skill level of your work force
vis-a-vis competitors
- Tom Peters Thriving on Chaos
What is a competency A competency is a
combination of knowledge Skills and Attitudes demonstrated in the performance of a job by an individual
24
THE INDIVIDUAL DEVELOPMENT PLANNING PROCESS [IDP System]
1 Find the Required Level of Competency for the Job2 Find the Personal Competency of the Individual3 Find the gap which is the development need
What is a Needs Assessment
ldquoNeeds assessment is the systematic effort that we make to gather opinions and ideas from a variety of sources on performance problems or new systems
and technologiesrdquo
Allison Rossett (1987)
Needs Assessment Refers to the process used to determine
whether training is necessary
Because needs assessment is the first step in the instructional design process If it is poorly conducted training will not
achieve the outcomes or financial benefits the company expects
Causes and Outcomes ofNeeds Assessment
Reasons or ldquoPressure Pointsrdquo Outcomes
What is the ContextbullLegislation
bullLack of Basic Skills
bullPoor Performance
bullNew Technology
bullCustomer Requests
bullNew Products
bullHigher Performance Standards
bullNew Jobs
bullWhat Trainees Need to Learn
bullWho Receives Training
bullType of Training
bullFrequency of Training
bullBuy Versus Build Training Decision
bullTraining Versus Other HR Options Such as Selection or Job Redesign
bullHow Training Should Be Evaluated
Who Needs the Training
In What Do They Need Training
Organization Analysis
Task Analysis
Person Analysis
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
Steps of a Needs Assessment
Conduct Task Analysis and compile a Task Inventory
Perform a Gap Analysis
Select which tasks will be addressed
Determine performance measures for the trained task
Select Training Method
Estimate training costs
Needs assessment involves (1 of 2)
Organizational Analysis ndash involves determining the appropriateness of training given the
business strategy resources available for training support by managers and peers for training
Task Analysis ndash involves identifying the important tasks and
knowledge skill and behaviors that need to be emphasized in training for employees to complete their tasks
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
4 straight lines
Join ALL dots
Do not lift pen
competitive
leverage can
only be
achieved if we
play at the
fringes of the
law
4 straight lines
Join ALL dots
Do not lift pen
TRAINING NEEDS ASSESSMENT ndash STARTING OUT
Training amp Development What is training What is development Training enhances the capabilities of an
employee to perform his or her current job Focuses on the current job
Examples for a bank teller Training program to correctly identify
counterfeit currency Training program in the bankrsquos new computer
system used by tellers to process customerrsquos transactions
18
Training amp Development Development enhances the capabilities of
an employee to be ready to perform possible future jobs Focuses on future jobs
Developmental education programs Examples for a bank teller
Bank sends the teller to a day-long workshop on ldquoEmerging Issues in Finance amp Bankingrdquo
Bank pays for the employee to get his or her MBA degree
Developmental job experiences Examples job rotation or job enlargement
Developmental interpersonal relationships Example mentoring
19
Training Cycle
Source Fisher Schoenfeldt amp Shaw (2006) Figure 91 p 377
20
Learning is provided in order to improve performance
on the present job
(Nadler 1984)
What have you done today to enhance (or at least insure against the decline of)
the relative overall useful-skill level of your work force
vis-a-vis competitors
- Tom Peters Thriving on Chaos
What is a competency A competency is a
combination of knowledge Skills and Attitudes demonstrated in the performance of a job by an individual
24
THE INDIVIDUAL DEVELOPMENT PLANNING PROCESS [IDP System]
1 Find the Required Level of Competency for the Job2 Find the Personal Competency of the Individual3 Find the gap which is the development need
What is a Needs Assessment
ldquoNeeds assessment is the systematic effort that we make to gather opinions and ideas from a variety of sources on performance problems or new systems
and technologiesrdquo
Allison Rossett (1987)
Needs Assessment Refers to the process used to determine
whether training is necessary
Because needs assessment is the first step in the instructional design process If it is poorly conducted training will not
achieve the outcomes or financial benefits the company expects
Causes and Outcomes ofNeeds Assessment
Reasons or ldquoPressure Pointsrdquo Outcomes
What is the ContextbullLegislation
bullLack of Basic Skills
bullPoor Performance
bullNew Technology
bullCustomer Requests
bullNew Products
bullHigher Performance Standards
bullNew Jobs
bullWhat Trainees Need to Learn
bullWho Receives Training
bullType of Training
bullFrequency of Training
bullBuy Versus Build Training Decision
bullTraining Versus Other HR Options Such as Selection or Job Redesign
bullHow Training Should Be Evaluated
Who Needs the Training
In What Do They Need Training
Organization Analysis
Task Analysis
Person Analysis
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
Steps of a Needs Assessment
Conduct Task Analysis and compile a Task Inventory
Perform a Gap Analysis
Select which tasks will be addressed
Determine performance measures for the trained task
Select Training Method
Estimate training costs
Needs assessment involves (1 of 2)
Organizational Analysis ndash involves determining the appropriateness of training given the
business strategy resources available for training support by managers and peers for training
Task Analysis ndash involves identifying the important tasks and
knowledge skill and behaviors that need to be emphasized in training for employees to complete their tasks
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
competitive
leverage can
only be
achieved if we
play at the
fringes of the
law
4 straight lines
Join ALL dots
Do not lift pen
TRAINING NEEDS ASSESSMENT ndash STARTING OUT
Training amp Development What is training What is development Training enhances the capabilities of an
employee to perform his or her current job Focuses on the current job
Examples for a bank teller Training program to correctly identify
counterfeit currency Training program in the bankrsquos new computer
system used by tellers to process customerrsquos transactions
18
Training amp Development Development enhances the capabilities of
an employee to be ready to perform possible future jobs Focuses on future jobs
Developmental education programs Examples for a bank teller
Bank sends the teller to a day-long workshop on ldquoEmerging Issues in Finance amp Bankingrdquo
Bank pays for the employee to get his or her MBA degree
Developmental job experiences Examples job rotation or job enlargement
Developmental interpersonal relationships Example mentoring
19
Training Cycle
Source Fisher Schoenfeldt amp Shaw (2006) Figure 91 p 377
20
Learning is provided in order to improve performance
on the present job
(Nadler 1984)
What have you done today to enhance (or at least insure against the decline of)
the relative overall useful-skill level of your work force
vis-a-vis competitors
- Tom Peters Thriving on Chaos
What is a competency A competency is a
combination of knowledge Skills and Attitudes demonstrated in the performance of a job by an individual
24
THE INDIVIDUAL DEVELOPMENT PLANNING PROCESS [IDP System]
1 Find the Required Level of Competency for the Job2 Find the Personal Competency of the Individual3 Find the gap which is the development need
What is a Needs Assessment
ldquoNeeds assessment is the systematic effort that we make to gather opinions and ideas from a variety of sources on performance problems or new systems
and technologiesrdquo
Allison Rossett (1987)
Needs Assessment Refers to the process used to determine
whether training is necessary
Because needs assessment is the first step in the instructional design process If it is poorly conducted training will not
achieve the outcomes or financial benefits the company expects
Causes and Outcomes ofNeeds Assessment
Reasons or ldquoPressure Pointsrdquo Outcomes
What is the ContextbullLegislation
bullLack of Basic Skills
bullPoor Performance
bullNew Technology
bullCustomer Requests
bullNew Products
bullHigher Performance Standards
bullNew Jobs
bullWhat Trainees Need to Learn
bullWho Receives Training
bullType of Training
bullFrequency of Training
bullBuy Versus Build Training Decision
bullTraining Versus Other HR Options Such as Selection or Job Redesign
bullHow Training Should Be Evaluated
Who Needs the Training
In What Do They Need Training
Organization Analysis
Task Analysis
Person Analysis
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
Steps of a Needs Assessment
Conduct Task Analysis and compile a Task Inventory
Perform a Gap Analysis
Select which tasks will be addressed
Determine performance measures for the trained task
Select Training Method
Estimate training costs
Needs assessment involves (1 of 2)
Organizational Analysis ndash involves determining the appropriateness of training given the
business strategy resources available for training support by managers and peers for training
Task Analysis ndash involves identifying the important tasks and
knowledge skill and behaviors that need to be emphasized in training for employees to complete their tasks
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
TRAINING NEEDS ASSESSMENT ndash STARTING OUT
Training amp Development What is training What is development Training enhances the capabilities of an
employee to perform his or her current job Focuses on the current job
Examples for a bank teller Training program to correctly identify
counterfeit currency Training program in the bankrsquos new computer
system used by tellers to process customerrsquos transactions
18
Training amp Development Development enhances the capabilities of
an employee to be ready to perform possible future jobs Focuses on future jobs
Developmental education programs Examples for a bank teller
Bank sends the teller to a day-long workshop on ldquoEmerging Issues in Finance amp Bankingrdquo
Bank pays for the employee to get his or her MBA degree
Developmental job experiences Examples job rotation or job enlargement
Developmental interpersonal relationships Example mentoring
19
Training Cycle
Source Fisher Schoenfeldt amp Shaw (2006) Figure 91 p 377
20
Learning is provided in order to improve performance
on the present job
(Nadler 1984)
What have you done today to enhance (or at least insure against the decline of)
the relative overall useful-skill level of your work force
vis-a-vis competitors
- Tom Peters Thriving on Chaos
What is a competency A competency is a
combination of knowledge Skills and Attitudes demonstrated in the performance of a job by an individual
24
THE INDIVIDUAL DEVELOPMENT PLANNING PROCESS [IDP System]
1 Find the Required Level of Competency for the Job2 Find the Personal Competency of the Individual3 Find the gap which is the development need
What is a Needs Assessment
ldquoNeeds assessment is the systematic effort that we make to gather opinions and ideas from a variety of sources on performance problems or new systems
and technologiesrdquo
Allison Rossett (1987)
Needs Assessment Refers to the process used to determine
whether training is necessary
Because needs assessment is the first step in the instructional design process If it is poorly conducted training will not
achieve the outcomes or financial benefits the company expects
Causes and Outcomes ofNeeds Assessment
Reasons or ldquoPressure Pointsrdquo Outcomes
What is the ContextbullLegislation
bullLack of Basic Skills
bullPoor Performance
bullNew Technology
bullCustomer Requests
bullNew Products
bullHigher Performance Standards
bullNew Jobs
bullWhat Trainees Need to Learn
bullWho Receives Training
bullType of Training
bullFrequency of Training
bullBuy Versus Build Training Decision
bullTraining Versus Other HR Options Such as Selection or Job Redesign
bullHow Training Should Be Evaluated
Who Needs the Training
In What Do They Need Training
Organization Analysis
Task Analysis
Person Analysis
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
Steps of a Needs Assessment
Conduct Task Analysis and compile a Task Inventory
Perform a Gap Analysis
Select which tasks will be addressed
Determine performance measures for the trained task
Select Training Method
Estimate training costs
Needs assessment involves (1 of 2)
Organizational Analysis ndash involves determining the appropriateness of training given the
business strategy resources available for training support by managers and peers for training
Task Analysis ndash involves identifying the important tasks and
knowledge skill and behaviors that need to be emphasized in training for employees to complete their tasks
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Training amp Development What is training What is development Training enhances the capabilities of an
employee to perform his or her current job Focuses on the current job
Examples for a bank teller Training program to correctly identify
counterfeit currency Training program in the bankrsquos new computer
system used by tellers to process customerrsquos transactions
18
Training amp Development Development enhances the capabilities of
an employee to be ready to perform possible future jobs Focuses on future jobs
Developmental education programs Examples for a bank teller
Bank sends the teller to a day-long workshop on ldquoEmerging Issues in Finance amp Bankingrdquo
Bank pays for the employee to get his or her MBA degree
Developmental job experiences Examples job rotation or job enlargement
Developmental interpersonal relationships Example mentoring
19
Training Cycle
Source Fisher Schoenfeldt amp Shaw (2006) Figure 91 p 377
20
Learning is provided in order to improve performance
on the present job
(Nadler 1984)
What have you done today to enhance (or at least insure against the decline of)
the relative overall useful-skill level of your work force
vis-a-vis competitors
- Tom Peters Thriving on Chaos
What is a competency A competency is a
combination of knowledge Skills and Attitudes demonstrated in the performance of a job by an individual
24
THE INDIVIDUAL DEVELOPMENT PLANNING PROCESS [IDP System]
1 Find the Required Level of Competency for the Job2 Find the Personal Competency of the Individual3 Find the gap which is the development need
What is a Needs Assessment
ldquoNeeds assessment is the systematic effort that we make to gather opinions and ideas from a variety of sources on performance problems or new systems
and technologiesrdquo
Allison Rossett (1987)
Needs Assessment Refers to the process used to determine
whether training is necessary
Because needs assessment is the first step in the instructional design process If it is poorly conducted training will not
achieve the outcomes or financial benefits the company expects
Causes and Outcomes ofNeeds Assessment
Reasons or ldquoPressure Pointsrdquo Outcomes
What is the ContextbullLegislation
bullLack of Basic Skills
bullPoor Performance
bullNew Technology
bullCustomer Requests
bullNew Products
bullHigher Performance Standards
bullNew Jobs
bullWhat Trainees Need to Learn
bullWho Receives Training
bullType of Training
bullFrequency of Training
bullBuy Versus Build Training Decision
bullTraining Versus Other HR Options Such as Selection or Job Redesign
bullHow Training Should Be Evaluated
Who Needs the Training
In What Do They Need Training
Organization Analysis
Task Analysis
Person Analysis
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
Steps of a Needs Assessment
Conduct Task Analysis and compile a Task Inventory
Perform a Gap Analysis
Select which tasks will be addressed
Determine performance measures for the trained task
Select Training Method
Estimate training costs
Needs assessment involves (1 of 2)
Organizational Analysis ndash involves determining the appropriateness of training given the
business strategy resources available for training support by managers and peers for training
Task Analysis ndash involves identifying the important tasks and
knowledge skill and behaviors that need to be emphasized in training for employees to complete their tasks
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Training amp Development Development enhances the capabilities of
an employee to be ready to perform possible future jobs Focuses on future jobs
Developmental education programs Examples for a bank teller
Bank sends the teller to a day-long workshop on ldquoEmerging Issues in Finance amp Bankingrdquo
Bank pays for the employee to get his or her MBA degree
Developmental job experiences Examples job rotation or job enlargement
Developmental interpersonal relationships Example mentoring
19
Training Cycle
Source Fisher Schoenfeldt amp Shaw (2006) Figure 91 p 377
20
Learning is provided in order to improve performance
on the present job
(Nadler 1984)
What have you done today to enhance (or at least insure against the decline of)
the relative overall useful-skill level of your work force
vis-a-vis competitors
- Tom Peters Thriving on Chaos
What is a competency A competency is a
combination of knowledge Skills and Attitudes demonstrated in the performance of a job by an individual
24
THE INDIVIDUAL DEVELOPMENT PLANNING PROCESS [IDP System]
1 Find the Required Level of Competency for the Job2 Find the Personal Competency of the Individual3 Find the gap which is the development need
What is a Needs Assessment
ldquoNeeds assessment is the systematic effort that we make to gather opinions and ideas from a variety of sources on performance problems or new systems
and technologiesrdquo
Allison Rossett (1987)
Needs Assessment Refers to the process used to determine
whether training is necessary
Because needs assessment is the first step in the instructional design process If it is poorly conducted training will not
achieve the outcomes or financial benefits the company expects
Causes and Outcomes ofNeeds Assessment
Reasons or ldquoPressure Pointsrdquo Outcomes
What is the ContextbullLegislation
bullLack of Basic Skills
bullPoor Performance
bullNew Technology
bullCustomer Requests
bullNew Products
bullHigher Performance Standards
bullNew Jobs
bullWhat Trainees Need to Learn
bullWho Receives Training
bullType of Training
bullFrequency of Training
bullBuy Versus Build Training Decision
bullTraining Versus Other HR Options Such as Selection or Job Redesign
bullHow Training Should Be Evaluated
Who Needs the Training
In What Do They Need Training
Organization Analysis
Task Analysis
Person Analysis
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
Steps of a Needs Assessment
Conduct Task Analysis and compile a Task Inventory
Perform a Gap Analysis
Select which tasks will be addressed
Determine performance measures for the trained task
Select Training Method
Estimate training costs
Needs assessment involves (1 of 2)
Organizational Analysis ndash involves determining the appropriateness of training given the
business strategy resources available for training support by managers and peers for training
Task Analysis ndash involves identifying the important tasks and
knowledge skill and behaviors that need to be emphasized in training for employees to complete their tasks
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Training Cycle
Source Fisher Schoenfeldt amp Shaw (2006) Figure 91 p 377
20
Learning is provided in order to improve performance
on the present job
(Nadler 1984)
What have you done today to enhance (or at least insure against the decline of)
the relative overall useful-skill level of your work force
vis-a-vis competitors
- Tom Peters Thriving on Chaos
What is a competency A competency is a
combination of knowledge Skills and Attitudes demonstrated in the performance of a job by an individual
24
THE INDIVIDUAL DEVELOPMENT PLANNING PROCESS [IDP System]
1 Find the Required Level of Competency for the Job2 Find the Personal Competency of the Individual3 Find the gap which is the development need
What is a Needs Assessment
ldquoNeeds assessment is the systematic effort that we make to gather opinions and ideas from a variety of sources on performance problems or new systems
and technologiesrdquo
Allison Rossett (1987)
Needs Assessment Refers to the process used to determine
whether training is necessary
Because needs assessment is the first step in the instructional design process If it is poorly conducted training will not
achieve the outcomes or financial benefits the company expects
Causes and Outcomes ofNeeds Assessment
Reasons or ldquoPressure Pointsrdquo Outcomes
What is the ContextbullLegislation
bullLack of Basic Skills
bullPoor Performance
bullNew Technology
bullCustomer Requests
bullNew Products
bullHigher Performance Standards
bullNew Jobs
bullWhat Trainees Need to Learn
bullWho Receives Training
bullType of Training
bullFrequency of Training
bullBuy Versus Build Training Decision
bullTraining Versus Other HR Options Such as Selection or Job Redesign
bullHow Training Should Be Evaluated
Who Needs the Training
In What Do They Need Training
Organization Analysis
Task Analysis
Person Analysis
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
Steps of a Needs Assessment
Conduct Task Analysis and compile a Task Inventory
Perform a Gap Analysis
Select which tasks will be addressed
Determine performance measures for the trained task
Select Training Method
Estimate training costs
Needs assessment involves (1 of 2)
Organizational Analysis ndash involves determining the appropriateness of training given the
business strategy resources available for training support by managers and peers for training
Task Analysis ndash involves identifying the important tasks and
knowledge skill and behaviors that need to be emphasized in training for employees to complete their tasks
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Learning is provided in order to improve performance
on the present job
(Nadler 1984)
What have you done today to enhance (or at least insure against the decline of)
the relative overall useful-skill level of your work force
vis-a-vis competitors
- Tom Peters Thriving on Chaos
What is a competency A competency is a
combination of knowledge Skills and Attitudes demonstrated in the performance of a job by an individual
24
THE INDIVIDUAL DEVELOPMENT PLANNING PROCESS [IDP System]
1 Find the Required Level of Competency for the Job2 Find the Personal Competency of the Individual3 Find the gap which is the development need
What is a Needs Assessment
ldquoNeeds assessment is the systematic effort that we make to gather opinions and ideas from a variety of sources on performance problems or new systems
and technologiesrdquo
Allison Rossett (1987)
Needs Assessment Refers to the process used to determine
whether training is necessary
Because needs assessment is the first step in the instructional design process If it is poorly conducted training will not
achieve the outcomes or financial benefits the company expects
Causes and Outcomes ofNeeds Assessment
Reasons or ldquoPressure Pointsrdquo Outcomes
What is the ContextbullLegislation
bullLack of Basic Skills
bullPoor Performance
bullNew Technology
bullCustomer Requests
bullNew Products
bullHigher Performance Standards
bullNew Jobs
bullWhat Trainees Need to Learn
bullWho Receives Training
bullType of Training
bullFrequency of Training
bullBuy Versus Build Training Decision
bullTraining Versus Other HR Options Such as Selection or Job Redesign
bullHow Training Should Be Evaluated
Who Needs the Training
In What Do They Need Training
Organization Analysis
Task Analysis
Person Analysis
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
Steps of a Needs Assessment
Conduct Task Analysis and compile a Task Inventory
Perform a Gap Analysis
Select which tasks will be addressed
Determine performance measures for the trained task
Select Training Method
Estimate training costs
Needs assessment involves (1 of 2)
Organizational Analysis ndash involves determining the appropriateness of training given the
business strategy resources available for training support by managers and peers for training
Task Analysis ndash involves identifying the important tasks and
knowledge skill and behaviors that need to be emphasized in training for employees to complete their tasks
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
What have you done today to enhance (or at least insure against the decline of)
the relative overall useful-skill level of your work force
vis-a-vis competitors
- Tom Peters Thriving on Chaos
What is a competency A competency is a
combination of knowledge Skills and Attitudes demonstrated in the performance of a job by an individual
24
THE INDIVIDUAL DEVELOPMENT PLANNING PROCESS [IDP System]
1 Find the Required Level of Competency for the Job2 Find the Personal Competency of the Individual3 Find the gap which is the development need
What is a Needs Assessment
ldquoNeeds assessment is the systematic effort that we make to gather opinions and ideas from a variety of sources on performance problems or new systems
and technologiesrdquo
Allison Rossett (1987)
Needs Assessment Refers to the process used to determine
whether training is necessary
Because needs assessment is the first step in the instructional design process If it is poorly conducted training will not
achieve the outcomes or financial benefits the company expects
Causes and Outcomes ofNeeds Assessment
Reasons or ldquoPressure Pointsrdquo Outcomes
What is the ContextbullLegislation
bullLack of Basic Skills
bullPoor Performance
bullNew Technology
bullCustomer Requests
bullNew Products
bullHigher Performance Standards
bullNew Jobs
bullWhat Trainees Need to Learn
bullWho Receives Training
bullType of Training
bullFrequency of Training
bullBuy Versus Build Training Decision
bullTraining Versus Other HR Options Such as Selection or Job Redesign
bullHow Training Should Be Evaluated
Who Needs the Training
In What Do They Need Training
Organization Analysis
Task Analysis
Person Analysis
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
Steps of a Needs Assessment
Conduct Task Analysis and compile a Task Inventory
Perform a Gap Analysis
Select which tasks will be addressed
Determine performance measures for the trained task
Select Training Method
Estimate training costs
Needs assessment involves (1 of 2)
Organizational Analysis ndash involves determining the appropriateness of training given the
business strategy resources available for training support by managers and peers for training
Task Analysis ndash involves identifying the important tasks and
knowledge skill and behaviors that need to be emphasized in training for employees to complete their tasks
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
What is a competency A competency is a
combination of knowledge Skills and Attitudes demonstrated in the performance of a job by an individual
24
THE INDIVIDUAL DEVELOPMENT PLANNING PROCESS [IDP System]
1 Find the Required Level of Competency for the Job2 Find the Personal Competency of the Individual3 Find the gap which is the development need
What is a Needs Assessment
ldquoNeeds assessment is the systematic effort that we make to gather opinions and ideas from a variety of sources on performance problems or new systems
and technologiesrdquo
Allison Rossett (1987)
Needs Assessment Refers to the process used to determine
whether training is necessary
Because needs assessment is the first step in the instructional design process If it is poorly conducted training will not
achieve the outcomes or financial benefits the company expects
Causes and Outcomes ofNeeds Assessment
Reasons or ldquoPressure Pointsrdquo Outcomes
What is the ContextbullLegislation
bullLack of Basic Skills
bullPoor Performance
bullNew Technology
bullCustomer Requests
bullNew Products
bullHigher Performance Standards
bullNew Jobs
bullWhat Trainees Need to Learn
bullWho Receives Training
bullType of Training
bullFrequency of Training
bullBuy Versus Build Training Decision
bullTraining Versus Other HR Options Such as Selection or Job Redesign
bullHow Training Should Be Evaluated
Who Needs the Training
In What Do They Need Training
Organization Analysis
Task Analysis
Person Analysis
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
Steps of a Needs Assessment
Conduct Task Analysis and compile a Task Inventory
Perform a Gap Analysis
Select which tasks will be addressed
Determine performance measures for the trained task
Select Training Method
Estimate training costs
Needs assessment involves (1 of 2)
Organizational Analysis ndash involves determining the appropriateness of training given the
business strategy resources available for training support by managers and peers for training
Task Analysis ndash involves identifying the important tasks and
knowledge skill and behaviors that need to be emphasized in training for employees to complete their tasks
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
24
THE INDIVIDUAL DEVELOPMENT PLANNING PROCESS [IDP System]
1 Find the Required Level of Competency for the Job2 Find the Personal Competency of the Individual3 Find the gap which is the development need
What is a Needs Assessment
ldquoNeeds assessment is the systematic effort that we make to gather opinions and ideas from a variety of sources on performance problems or new systems
and technologiesrdquo
Allison Rossett (1987)
Needs Assessment Refers to the process used to determine
whether training is necessary
Because needs assessment is the first step in the instructional design process If it is poorly conducted training will not
achieve the outcomes or financial benefits the company expects
Causes and Outcomes ofNeeds Assessment
Reasons or ldquoPressure Pointsrdquo Outcomes
What is the ContextbullLegislation
bullLack of Basic Skills
bullPoor Performance
bullNew Technology
bullCustomer Requests
bullNew Products
bullHigher Performance Standards
bullNew Jobs
bullWhat Trainees Need to Learn
bullWho Receives Training
bullType of Training
bullFrequency of Training
bullBuy Versus Build Training Decision
bullTraining Versus Other HR Options Such as Selection or Job Redesign
bullHow Training Should Be Evaluated
Who Needs the Training
In What Do They Need Training
Organization Analysis
Task Analysis
Person Analysis
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
Steps of a Needs Assessment
Conduct Task Analysis and compile a Task Inventory
Perform a Gap Analysis
Select which tasks will be addressed
Determine performance measures for the trained task
Select Training Method
Estimate training costs
Needs assessment involves (1 of 2)
Organizational Analysis ndash involves determining the appropriateness of training given the
business strategy resources available for training support by managers and peers for training
Task Analysis ndash involves identifying the important tasks and
knowledge skill and behaviors that need to be emphasized in training for employees to complete their tasks
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
What is a Needs Assessment
ldquoNeeds assessment is the systematic effort that we make to gather opinions and ideas from a variety of sources on performance problems or new systems
and technologiesrdquo
Allison Rossett (1987)
Needs Assessment Refers to the process used to determine
whether training is necessary
Because needs assessment is the first step in the instructional design process If it is poorly conducted training will not
achieve the outcomes or financial benefits the company expects
Causes and Outcomes ofNeeds Assessment
Reasons or ldquoPressure Pointsrdquo Outcomes
What is the ContextbullLegislation
bullLack of Basic Skills
bullPoor Performance
bullNew Technology
bullCustomer Requests
bullNew Products
bullHigher Performance Standards
bullNew Jobs
bullWhat Trainees Need to Learn
bullWho Receives Training
bullType of Training
bullFrequency of Training
bullBuy Versus Build Training Decision
bullTraining Versus Other HR Options Such as Selection or Job Redesign
bullHow Training Should Be Evaluated
Who Needs the Training
In What Do They Need Training
Organization Analysis
Task Analysis
Person Analysis
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
Steps of a Needs Assessment
Conduct Task Analysis and compile a Task Inventory
Perform a Gap Analysis
Select which tasks will be addressed
Determine performance measures for the trained task
Select Training Method
Estimate training costs
Needs assessment involves (1 of 2)
Organizational Analysis ndash involves determining the appropriateness of training given the
business strategy resources available for training support by managers and peers for training
Task Analysis ndash involves identifying the important tasks and
knowledge skill and behaviors that need to be emphasized in training for employees to complete their tasks
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Needs Assessment Refers to the process used to determine
whether training is necessary
Because needs assessment is the first step in the instructional design process If it is poorly conducted training will not
achieve the outcomes or financial benefits the company expects
Causes and Outcomes ofNeeds Assessment
Reasons or ldquoPressure Pointsrdquo Outcomes
What is the ContextbullLegislation
bullLack of Basic Skills
bullPoor Performance
bullNew Technology
bullCustomer Requests
bullNew Products
bullHigher Performance Standards
bullNew Jobs
bullWhat Trainees Need to Learn
bullWho Receives Training
bullType of Training
bullFrequency of Training
bullBuy Versus Build Training Decision
bullTraining Versus Other HR Options Such as Selection or Job Redesign
bullHow Training Should Be Evaluated
Who Needs the Training
In What Do They Need Training
Organization Analysis
Task Analysis
Person Analysis
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
Steps of a Needs Assessment
Conduct Task Analysis and compile a Task Inventory
Perform a Gap Analysis
Select which tasks will be addressed
Determine performance measures for the trained task
Select Training Method
Estimate training costs
Needs assessment involves (1 of 2)
Organizational Analysis ndash involves determining the appropriateness of training given the
business strategy resources available for training support by managers and peers for training
Task Analysis ndash involves identifying the important tasks and
knowledge skill and behaviors that need to be emphasized in training for employees to complete their tasks
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Causes and Outcomes ofNeeds Assessment
Reasons or ldquoPressure Pointsrdquo Outcomes
What is the ContextbullLegislation
bullLack of Basic Skills
bullPoor Performance
bullNew Technology
bullCustomer Requests
bullNew Products
bullHigher Performance Standards
bullNew Jobs
bullWhat Trainees Need to Learn
bullWho Receives Training
bullType of Training
bullFrequency of Training
bullBuy Versus Build Training Decision
bullTraining Versus Other HR Options Such as Selection or Job Redesign
bullHow Training Should Be Evaluated
Who Needs the Training
In What Do They Need Training
Organization Analysis
Task Analysis
Person Analysis
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
Steps of a Needs Assessment
Conduct Task Analysis and compile a Task Inventory
Perform a Gap Analysis
Select which tasks will be addressed
Determine performance measures for the trained task
Select Training Method
Estimate training costs
Needs assessment involves (1 of 2)
Organizational Analysis ndash involves determining the appropriateness of training given the
business strategy resources available for training support by managers and peers for training
Task Analysis ndash involves identifying the important tasks and
knowledge skill and behaviors that need to be emphasized in training for employees to complete their tasks
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
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
Steps of a Needs Assessment
Conduct Task Analysis and compile a Task Inventory
Perform a Gap Analysis
Select which tasks will be addressed
Determine performance measures for the trained task
Select Training Method
Estimate training costs
Needs assessment involves (1 of 2)
Organizational Analysis ndash involves determining the appropriateness of training given the
business strategy resources available for training support by managers and peers for training
Task Analysis ndash involves identifying the important tasks and
knowledge skill and behaviors that need to be emphasized in training for employees to complete their tasks
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Steps of a Needs Assessment
Conduct Task Analysis and compile a Task Inventory
Perform a Gap Analysis
Select which tasks will be addressed
Determine performance measures for the trained task
Select Training Method
Estimate training costs
Needs assessment involves (1 of 2)
Organizational Analysis ndash involves determining the appropriateness of training given the
business strategy resources available for training support by managers and peers for training
Task Analysis ndash involves identifying the important tasks and
knowledge skill and behaviors that need to be emphasized in training for employees to complete their tasks
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Needs assessment involves (1 of 2)
Organizational Analysis ndash involves determining the appropriateness of training given the
business strategy resources available for training support by managers and peers for training
Task Analysis ndash involves identifying the important tasks and
knowledge skill and behaviors that need to be emphasized in training for employees to complete their tasks
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Needs assessment involves (2 of 2)
Person Analysis ndash involvesdetermining whether performance
deficiencies result from a lack of knowledge skill or ability (a training issue) or from a motivational or work design problem
identifying who needs trainingdetermining employeesrsquo readiness for
training
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
To Train or Not High
Job Knowledge
Low
Problem Low Motivation
Method
Assess personal consequences rewards
system
Problem Systemic
Method
Consider system issues problem is out of control of the employee
Problem Bad Fit
MethodConsider improper
placement of employee in the position
Problem Lack of Knowledge or Tools
MethodTraining
Low High
Employee attitudedesire to perform the job
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
THANK YOU
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
LEVELS OF TRAINING NEEDS ASSESSMENT
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
ldquoTraining must have purpose and that purpose can
be defined only if the learning needs of the
organization the groups and individuals
within it have been systematically
identifiedrdquo
Michael Armstrong Human Resource Management
Practice Kogan Page 2001
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Training Needs Assessment ldquoA training needs assessment provides
vital information about the real needs of the organization This pre-training tool helps a company to strategically identify specific areas needing attention (training and non-training) The assessment results help target training more cost-effectivelyrdquo
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
How TNA Is carried Out Revising the objectives Collecting data about performance Data analysis Abstracting performance problems
(problems that can be solved by training) Translating those problems into training
needs Quantitative How many to train and Qualitative What KSA to impart
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Sources of Information for TNA
Organisational goals and corporate plans
Human resources and succession plan
Personnel statistics
Exit interviews
Consultations with senior managers
Data on productivity quality and performance
Departmental layout changes
Management requests for training
Knowledge of financial plans
Plans for introducing new technology or developingdeploying IT systems
Marketing plans
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Levels of Training Needs
Organisational Level
TaskDepartmental or Group
Level
Individual Level
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
The Training Gap
What is What should beTraining gap
Corporate or functional results
Knowledge and skills possessed
Actual performance of individual
Corporate or functional standards
Knowledge and skills required
Targets or standards of performance
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
TNA Areas and Methods
Corporate Group Individual
Analysis of Strategic
Plans
Analysis of Human
Resource Plans
Training Survey
Performance and
Development Reviews
Job and Role
Analysis
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Benefits
Eliminate chaos from your training efforts Set the direction and tone of your training
effort Align training with your business goals and
objectives Bring reason cohesiveness and clarity to your
training effort Monitor the progress of your organization in
achieving its training goals
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
The bigger pictureOrganisational performance
Employee performance
Employee Skills Knowledge and Attitudes
Employee education experience and training
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Copyright 2006 by Atul Mathur
Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
bull Skillsbull Knowledgebull Attitudes
Requiredbull Skillsbull Knowledgebull Attitudes
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
TNA (Step 1) Future performance
Existing performance
Future performance
What are the goals for the future performance of our organisation
bull profitbull growthbull customer basebull new productsbull bull
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
TNA (Step 2) Challenges
Existing challenges
Future challenges
What are we concerned about Whatrsquore the challenges today
What challenges we are likely to face in the future
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
TNA (Step 3) Employee performance
Existing performance
Future Performance
In what way our employees should start performing differently to help us meet the challenges and take us to the goals
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
TNA (Step 4) New Skills knowledge and Attitudes
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
In order for our employees to perform differently what kind of new Skills Knowledge and Attitudes they need to have
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
TNA (Step 5) Training needs
ExistingbullSkillsbullKnowledgebullAttitudes
Requiredbull Skillsbull Knowledgebull Attitudes
Now that we know what kind of new Skills knowledge and Attitudes are required for our employees how can we bridge the gap
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
TNA in essencehellipStart with future organisational goals and challenges
Assess required employee performance to meet the goals and challenges
Assess required employee Skills Knowledge and Attitudes to deliver the performance
Identify employee training needs to bridge the gap
1
2
3
4
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
TNA At Organisational Level
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
53What is Organisational TN
Training needs of an organisation have to do with organisational objectivesOrientation programme to acquaint
all employees with policies
IT skills for new employees
Market knowledge etc
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
54Classification of Organisational TN
Recognised training needs The need of the organisation its structures policies
and procedures and benefits
The need to know a Department its policies rules operating procedures and personnel
The need to have specific job skills and knowledge not generally possessed by most new employees in their jobs
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
55
hellipcontrsquod
Requested training needs Changes in jobs andor systems Addition of new equipment Department performance reviews New and revised government requirements Employee opinion surveys organisational
studies departmental meetings and focus group discussions
Exit interviews conducted with departing employees
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Identifying the Danger Signals These danger signals include the
following increased customer complaints
a rise in workplace accidents
higher absenteeism
lower sales
increased scrap rates reworking
low plant utilisation
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
57
hellipcontrsquod low staff performance
high staff turnover
poor financial indicators
low morale
problems with suppliers
benchmarking figures do not match or exceed competitors
non-productive friction between departments
non-productive friction between employees especially managers
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Organisation Wide TNA Process
The process of carrying out an organisational wide TNA or audit requires commitment from all parties individuals managers and the HR andor training team
The process should be undertaken only once in a given year
Use the ten questions from Grey (1994)
What is the perceived problem
What are the aims and objectives
What is expected from the TNA process
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
hellipcontrsquod
What performance is required from the target group individuals
Timescale
Budgets should they be considered who allocated what
What barriers might exist
How the information is to be presented collected
Is anything out of bounds
Key issues areas of focus
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Things To Consider The way a TNA process is managed must
depend on the culture (how things are done) of the organisation
There is no point centralising the process if budgets are distributed across the organisation
Equally there is no point delegating responsibility for the TNA process if managers have no say in the ability to offer solutions to meet needs
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
hellipcontrsquod
Carefully consider the end result as you plan the ITN process How will you process the data What analysis do you need to do
Invest quality time in the exercise to meet deadlines
Align the processes and procedures to the culture of
the organization for effective implementation
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
TNA At Group Level
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
63
TNA At Group Level CONTrsquoD Within a team or a department there are
needs which may be specific to that group of people It is also the case that those needs may not be observable or apparent to other parts of the organization
For this reason it is important that learning needs and other needs are regularly investigated and gaps addressed
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
64
hellipcontrsquod Learning needs arise within teams groups
and departments and these should be addressed on a collective basis
Team leaders or heads of departments will have responsibility for performance in their areas and may also have responsibility for training and development
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Questions for Group TNA Here are some questions to help you identify
teamdepartmental learning needs
Is the provision of learning activities determined from a consideration of organizational objectives
Is the provision of learning activities determined from a consideration of team departmental objectives
Does the team operate effectively as a team department or just as a collection of individuals
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
hellipcontrsquod
How might the team department interact more effectively with its internal customers
Does the team department meet to discuss ways of operating more efficiently and effectively
What skills of coaching and mentoring exist within the department to support learning
How does the team department measure its effectiveness and compare itself against other similar teams departments either within or external
Are people encouraged to develop their own skills and knowledge
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Questions for Group TNA Do managers support and encourage the development
of people for whom they have responsibility
Does your organization have clear objectives which people understand and can explain
Do people understand how they contribute to the objectives of the organization
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
hellipcontrsquod
Is there a clear induction process for people new to the organization
To what extent does training and education contribute to improved performance in the organization
How much training does each member of the team department receive each year
Are effective interpersonal skills observed all the time between members of the team department
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Occupational Group TNA Occupational groups may also have needs
specific to that discipline
While professional bodies may provide training programmes it is unlikely that they will be sufficiently focused to match the organizations specific occupational requirements
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
hellipcontrsquod The identification of learning
needs may be conducted to address a specific cross-section of employees within an organization such as operators administration sales etc This enables resources to be focused more directly on those who have a specific need
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Questions for Occupational Group TNA
Use these questions as a prompt to identify specific areas of occupational training What current activities require specific training What future developments will require specific
training Is a job analysis carried out to identify the skills
and knowledge required for tasks in a particular occupation
How are the skills of staff evaluated and compared to the requirements of the department
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
hellipcontrsquod
Does a procedure exist for upgrading the skills of staff
How often is a staff appraisal carried out and how often is there a follow up meeting
Do members of staff have personal development plans which are designed to enhance their skills
Is a lsquolicense to practicersquo required for the occupational area
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
hellipcontrsquod How do you ensure that you get the
qualifying level of continuing professional (education) points
Do you regularly read professional trade journals ndash what are the current issues of concern and which need addressing through learning strategies
Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities ndash are these used to inform decision making
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
TN At Individual Level
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
TNA At Individual Level CONTrsquoD Managers regularly review the
performance of those individuals for which they have responsibility
However this is usually done during the appraisal interview but if this only occurs once a year it is insufficient and should be more frequent
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
What is Individual TN Individual training needs are those not
required by typical employees
They are training needs required by specific employees for the purpose of Performance improvement
Eligibility for new job
Acquiring skills others already have
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
77
Basis for Individual TN Performance reviews Selection process Testing and measurement Employee career objectives Succession plans
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Questions for Individual TNA
Does the person have the ability to successfully achieve work objectives
Does the person have the right attitude for the job
What is the level of energy which is used by the person
Are they lacking specific areas of experience which need to be addressed
Can the person work flexibly
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
hellipcontrsquod
Does the person possess the interpersonal skills to work effectively in their area
Does the person have the specific knowledge required for the post
Do they demonstrate suitable maturity for the post
Does the person possess the people management skills for their position
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
hellipcontrsquod
What is their level of productivity Does the person have the potential for
promotion Does the person have the qualifications
necessary for their current or future positions
Does the person have the ability to work in a team
Does the person have the specific technical skills required for this or a future position
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
TN At Individual LevelGap between current employersrsquo
competence level (what is) and the desired
level (what should be)
TN = DL ndash CL
TN (Training Needs)
DL (Desired Level)
CL (Current Level)
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Training Needs Form
Source (DeptDivUnitSect)
Training Needs Programmes to Meet Training Needs
KS Deficiencies Numbers of Staff
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
83
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Summary ldquoThe bottom line of needs assessment is
to determine organizational needs employee needs and organizational resources to provide needed trainingrdquo
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
JOB ANALYSIS
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
LEARNING OBJECTIVES
On completion of this session you should be able toIdentify the methods of job
analysisIdentify the purpose of job
analysisBreakdown a job into tasks and
identify the key result areas
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
DEFINITIONS Job Analysis is a process to identify and
determine in detail the particular job duties and requirements and the relative importance of these duties for a given job
Job Analysis is a process where judgments are made about data collected on a job
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
The Job not the person An important concept of Job Analysis is that
the analysis is conducted of the job not the person While Job Analysis data may be collected from incumbents through interviews or questionnaires the product of the analysis is a description or specification of the job not a description of the person
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the lsquojob relatednessrsquo of employment procedures such as
Determining Training NeedsCompensationSelection ProceduresPerformance Review
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Determining Training Needs
Job Analysis can be used in trainingldquoneeds assessmentrdquo to identify or develop Training content Assessment tests to measure effectiveness of
training Equipment to be used in delivering the training Methods of training (ie small group computer-
based video classroomhelliphellip)
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
CompensationJob Analysis can be used in compensation to identify or determine Skill levels Compensable job factors Work environment (eg hazards attention
physical effort) Responsibilities (eg fiscal supervisory) Required level of education (indirectly related to
salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop Job duties that should be included in advertisements
of vacant positions Appropriate salary level for the position to help
determine what salary should be offered to a candidate
Minimum requirements (education andor experience) for screening applicants
Interview question
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Selection Procedures (Cont)
Selection testsinstruments (eg written tests oral tests job stimulations)
Applicant appraisalevaluation forms Orientation materials for applicantsnew
hires
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Performance Review
Job Analysis can be used in performance review to identify or develop
Goals and objectives Performance standards Evaluation criteria Length of probationary periods Duties to be evaluated
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
JOB DESCRIPTION
A Job Description is a structured and factual statement of a jobrsquos functions and objectives It should define the boundaries of the job-holderrsquos authority and include the job title department job site and reporting lines
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
ADVANTAGES OF JOB DESCRIPTION
Clarify duties and responsibilitiesAre useful in recruiting staffHelp to identify gap or duplication
in the companyProvide an overview of the
functions and activities undertaken by the department or organization
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
DISADVANTAGES OF JOB DESCRIPTION
Can create a ldquoThatrsquos not in my job descriptionrdquo environment if they are too restrictive
Need regular updating
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Methods of Job Analysis
Several methods exist that may be used individually or in combination These include
Review of job classification systems
Incumbent interviewsSupervisor interviewsExpert panelsStructured questionnaires
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Methods of Job Analysis Task inventories Check lists Open-ended questionnaires Observation Incumbent work logs
The method that you may use in Job Analysis will depend on practical concerns such as type of job number of jobs number of incumbents and location of jobs
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
What Aspects of a Job Are Analyzed
Job Analysis should collect information on the following areas Duties and Tasks The basic unit of a job is
the performance of specific tasks and duties Information to be collected about these items may include frequency duration effort skill complexity equipment standard etc
Environment This may have a significant impact on the physical requirements to be able to perform a job The work environment may include unpleasant conditions such as offensive odours and temperature extremes
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Tools and Equipment Some duties and tasks are performed using specific equipment and tools Equipment may include protective clothing These items need to be specified in a Job AnalysisRelationships Supervision given and received Relationships with internal or external peopleRequirements The knowledge skills and abilities (KSArsquos) required to perform the job While an incumbent may have higher KSArsquos than those required for the job a Job Analysis typically only states the minimum requirements to perform the job
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
TASKS ANALYSISTask analysis is the process of identifying the various elements of a task and examining the frequency (how often it is done) the criticality (how critical is it for the worker to have the skill) and the difficulty (how difficult is it to learn the skill involved) association with each element
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
ITFDeveloping The Nations Human Resources
Identifying main dutieskey taskskey result areas
Key tasks or responsibilities are those that make a substantial contribution towards achieving the objectives of the job and the organizationThe description of each task should include three components
a ldquodoingrdquo verb highlighting the main activities eg to develop design implement and clear
the object of the activity (stock levels existing suppliers)
its purpose (to reduce costs improve efficiency generate new income)
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
Breakout Session
Each Team Should Analyse a Job and bring out the details expected of the job Holder
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-
THANK YOU FOR YOUR TIME
- Slide 11
- Slide 14
- Slide 15
- Slide 16
- To Train or Not
- Slide 83
-