Professional Documents
Culture Documents
Tania S Rath
Training Process: The ISD Model
Why Training Needs Analysis(TNA)
The TNA Identifies Performance Gaps and helps determine whether
training can correct the performance problem.
It helps design programmes that fits organizational needs.
Provides bench mark of performance levels and necessary KSAs and
helps determine the degree to which employees possess necessary
KSAs to carry out the strategies
TNA also ensures that training programmes matches trainee needs.
A Performance gap exists when:
Job aids
Training
Transfer
Termination
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Four Steps
Step 1: A concern/Trigger
Inputs
.
I. Organization analysis
II. Task analysis
III. Person/Employee analysis
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ORGANIZATIONAL ANALYSIS
ORGANIZATIONAL ANALYSIS
1. Strategy
Consists of an action plan to realise organization’s
mission, goals, and objectives such as a dedication to
quality or innovation
ORGANIZATIONAL ANALYSIS
Environment
• Can profoundly affect what is offered and trainee’s
receptiveness to training.
• New technologies, laws, competitors, Economic
Climate, and trade agreements.
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ORGANIZATIONAL ANALYSIS
Resource analysis:
• Identification of the resources available (Capital and Human)
• Required to design and implement training and development
programs
Context climate: Structure, systems and policies
Collective attitudes of
• Employees toward work
• Supervision
• Company goals
• Policies and procedures
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ORGANIZATIONAL ANALYSIS
Training transfer climate:
• Characteristics that can either facilitate or inhibit the
application of training on-the-job.(Supervisor Support)
Learning culture:
• Members of an organization believe that knowledge and
skill acquisition are part of their job responsibilities
• Learning is an important part of work life in the
organization
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ORGANIZATIONAL ANALYSIS
Some data sources:
Goal, objectives, strategy, budget(OPG indicators0
Labour Inventory(Resource indicator)
Climate indicators(Productivity, strikes, absenteeism,
suggestions, etc)
Efficiency Indexes(cost of labour, quality etc)
Change in system
Management request
MBO,Work planning & review
* Refer table 4.1 in book
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Task/Operational Analysis
• When OPG identified Task/Operational analysis done along with
Organizational analysis to fully understand the nature of OPG.
Task/Operational Analysis
• Job description:
• Statement of tasks, duties, and responsibilities
• Lists the specific duties carried out through the completion of several
tasks
• Competency:
– Cluster of related knowledge, skills, and abilities that enables
the job holder to perform effectively
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Task/Operational Analysis
• *Some Data Sources:
• Job Descriptions
• Job Specifications
• Performance Standards
• Interview/Questions to Job holders and Supervisors
• When no incumbents?
• Competency Modeling: Cluster of related knowledge, skills,
and abilities that enables the job holder to perform
effectively. It differentiates high performers.
•* Refer table 4.3 in book
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2. 1.
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3.
1.
2.
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PERSON ANALYSIS
Process of studying employee behaviour to determine
whether performance meets standards.
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PERSON ANALYSIS
Three-step process:
1. Define the desired performance
PERSON ANALYSIS:
Some Data Sources
1. Performance Appraisal, MBO, Supervisor Rating
2. Self ratings
4. Interview/questionnaires
5. Tests
6. Surveys
7. Assessment Centres
*(Refer Table 4.8 in the book)
Summary: TNA Process After the Trigger
Organization gap?
• Org. Analysis
Units in org. with gap
• Operational Analysis
Persons in unit with gap
• Person Analysis
Cause of gaps
• KSA = Training solution
• Other = Non-training solution
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• A combination?