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Assessing HRD: Werner & Desimone (2006) 1

Needs assessment is critical to developing effective HRD programs because it identifies performance gaps and training needs at the individual, task, and organizational levels. A proper needs assessment involves analyzing needs strategically as well as through task and person analyses using methods like job descriptions, observations, and performance appraisals. Prioritizing identified needs is important since resources are limited. Conducting needs assessment ensures HRD efforts address real organizational needs and improves performance.

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363 views

Assessing HRD: Werner & Desimone (2006) 1

Needs assessment is critical to developing effective HRD programs because it identifies performance gaps and training needs at the individual, task, and organizational levels. A proper needs assessment involves analyzing needs strategically as well as through task and person analyses using methods like job descriptions, observations, and performance appraisals. Prioritizing identified needs is important since resources are limited. Conducting needs assessment ensures HRD efforts address real organizational needs and improves performance.

Uploaded by

nimeshvadhel
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 26

Assessing HRD

Chapter 4

Werner & DeSimone (2006) 1


Why Do Needs Assessment?
Question:
Why is needs assessment information
critical to the development and
delivery of an effective HRD program?

Werner & DeSimone (2006) 2


Needs Assessment
Figuring out what is really needed
Not always an easy task
Needs lots of input
Takes a lot of work
“Do it now or do lots more later”
First step in both the ISD and HRD
process models

Werner & DeSimone (2006) 3


Product Development Model
(PDM)
Analyze

Design

Develop

Produce Pilot

Evaluate

Deliver

Improve
By permission: Doty, W.B. (1997) Product Development

Werner & DeSimone (2006) 4


The HRD Process: A DImE

Werner & DeSimone (2006) 5


Comparing the HRD Process
Model to the PDM/ISD Model
HRD Process Model PDM/ISD Model
Assess Analyze need
Design Design training
Develop
Produce pilot
Evaluate pilot
Implement Deliver training
Evaluate Improve

Werner & DeSimone (2006) 6


What is a “Need?”
A discrepancy between expectations
and performance
Not only “performance” needs involved

Werner & DeSimone (2006) 7


Various Types of Needs
Performance
Diagnostic
 Factors that can prevent problems from
occurring (see p. 130)
Analytic
 Identify new or better ways to do things
Compliance
 Mandated by law or regulation

Werner & DeSimone (2006) 8


Traps in Needs Assessment
Focusing only on individual performance
deficiencies
 Doesn’t fix group of systemic problems
Starting with a “Training Needs
Assessment”
 If you know training is needed, why waste
everyone’s time?

Werner & DeSimone (2006) 9


Traps in Needs Assessment – 2
Using Questionnaires
 Hard to control input, often high

developmental costs, hard to write properly


Using soft data (opinions) only
 Need performance and consequence data

Using hard data only


 Easily measured data is provided, but

critical, hard-to-measure data is missing

Werner & DeSimone (2006) 10


Levels of Assessment
Organization
 Where is training needed and under what
conditions?
Task
 What must be done to perform the job
effectively?
Person
 Who should be trained and how?

Werner & DeSimone (2006) 11


Strategic/Organizational
Analysis
A broad, “systems” view is needed
Need to identify:
 Organizational goals
 Organizational resources
 Organizational climate
 Environmental constraints

Werner & DeSimone (2006) 12


Why Strategic Assessment is
Needed
Ties HRD programs to corporate or
organizational goals
Strengthens the link between profit and
HRD actions
Strengthens corporate support for HRD
Makes HRD more of a revenue
generator
 Not a profit waster

Werner & DeSimone (2006) 13


Sources of Strategic
Information
Mission statement
HRM inventory
Skills inventory
Quality of Working Life indicators
Efficiency indexes
System changes
Exit interviews
Werner & DeSimone (2006) 14
Task Analysis
The collection of data about a specific
job or group of jobs
What employee needs to know to
perform a job or jobs

Werner & DeSimone (2006) 15


How to Collect Information
For a Task Analysis
Job descriptions
Task analysis
Performance standards
Perform job
Observe job
Ask questions
Analysis of problems
Werner & DeSimone (2006) 16
A Sample Task Analysis
Process
Develop job description
Identify job tasks
 What should be done
 What is actually done
Describe KSAOs needed
Identify potential training areas
Prioritize potential training areas

Werner & DeSimone (2006) 17


Task Analysis for HRD Position
Job title: HRD Professional Specific duty: Task Analysis
Tasks Subtasks Knowledge and Skills Required
1. List tasks 1. Observe behavior List four characteristics of behavior
    Classify behavior

  2. Select verb Knowledge of action verbs

    Grammatical skills

  3. Record behavior State so understood by others

    Record neatly
2. List subtasks 1. Observe behavior List all remaining acts
    Classify behavior
  2. Select verb State correctly

    Grammatical skills

  3. Record behavior Neat and understood by others


3. List 1. State what must be known Classify all information
knowledge
  2. Determine complexity of Determine if a skill represents a series of
skill acts that must be learned in a sequence
     

SOURCE: From G. E. Mills, R. W. Pace, & B. D. Peterson (1988). Analysis in human resource training and organizational development (p. 57). Reading,
MA: Addison-Wesley. Reprinted by permission.

Werner & DeSimone (2006) 18


A Task Analysis Application
Question:
You have been asked to perform a task
analysis for the job of dispatcher in a
city police department. Which
method(s) of task analysis do you think
are most appropriate for analyzing this
job?

Werner & DeSimone (2006) 19


Person Analysis
Determines training needs for specific
individuals
Based on many sources of data
Summary Analysis
 Determine overall success of the individual
Diagnostic Analysis
 Discover reasons for performance

Werner & DeSimone (2006) 20


Performance Appraisal
Relied on heavily in person analysis
Hard to do
Vital to company and individual
Should be VERY confidential
Based too often on personal opinion

Werner & DeSimone (2006) 21


The Employee Appraisal
Process

By Permission: Herbert & Doverspike (1990)

Werner & DeSimone (2006) 22


Performance Appraisal Process
Determine basis for appraisal
 Job description, MBO objectives, job
standards, etc.
Conduct the appraisal
Determine discrepancies between the
standard and performance
Identify source(s) of discrepancies
Select ways to resolve discrepancies

Werner & DeSimone (2006) 23


Prioritizing HRD Needs
There are never enough resources
available
Must prioritize efforts
Need full organizational involvement in
this process
Involve an HRD Advisory Committee.

Werner & DeSimone (2006) 24


Warning!!
HRD cannot become a slow-acting
bureaucracy!!
 “The Attack on ISD” article (Text p. 156)
HRD must respond to corporate needs
HRD should be focused on
“performance improvement,” and not
just “training”

Werner & DeSimone (2006) 25


Summary
Why is needs assessment so often not
performed in many organizations?

Why should organizations care about


needs assessment?

Werner & DeSimone (2006) 26

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