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Ch4 Assessing HRD Needs-V1

This chapter discusses needs assessment in human resource development. It defines needs assessment as identifying an organization's HRD needs and gaps between actual and required employee skills. There are three levels of needs analysis: strategic/organizational analysis of where training is needed; task analysis of job skills; and person analysis of who needs training. The goal is to improve organizational effectiveness by solving problems, preventing future issues, and targeting training to those who will benefit most.

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Taiba Habib
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311 views

Ch4 Assessing HRD Needs-V1

This chapter discusses needs assessment in human resource development. It defines needs assessment as identifying an organization's HRD needs and gaps between actual and required employee skills. There are three levels of needs analysis: strategic/organizational analysis of where training is needed; task analysis of job skills; and person analysis of who needs training. The goal is to improve organizational effectiveness by solving problems, preventing future issues, and targeting training to those who will benefit most.

Uploaded by

Taiba Habib
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Chapter 4

 Introduction
 Definition & Purpose of Need Assessment
 What is HRD Need/Training
 Levels of Needs Analysis
◦ Strategic/Organizational Analysis
◦ Task Analysis
◦ Person Analysis
 Prioritizing HRD Needs

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 Goal of HRD is to improve organizational effectiveness by:

◦ Solving current problems.

◦Preventing anticipated problems.

◦Including as participants (in HRD programmes) those


individuals and units that can benefit the most.

◦How? Conducting needs assessment

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Definition & Purpose of Needs Assessment (Needs Analysis)
It is a process by which an organization’s HRD needs are identified and
articulated

A needs assessment can identify:

o Organizations goals

o Gap between actual and required employees job skills.

o Gap between current & Future job skills

o The conditions under for HRD activity

What HRD Professionals Learn from this information?

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 Some organizations don’t conduct needs
Assessment :
◦ Difficult and time consuming process
◦ Action is valued over research
◦ Unnecessary
◦ Lack of support

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A discrepancy or gap between what an organization expects to happen and what
actually occurs.

 “performance” deficiency in needs analysis too restrictive.


◦ Other ways to look at training needs.
Various Types of Needs
◦ Diagnostic
 Factors that can prevent problems from occurring rather emphasizing
existing problems.
◦ Analytic
 Identify new or better ways to do things
◦ Compliance
 Needs Mandated by law or regulation, mandated training programs.

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 Focusing only on individual performance deficiencies
◦ Does not fix group or organizational performance problems
 Starting with a “Training Needs Assessment”
◦ If you know training is needed, then no to NA.
 Using Questionnaires asking people what they need.
◦ Trainee input good but suggestions are not tied to organizational results.
 Using soft data (opinions) only
◦ Link to performance and consequences needed.
 Using hard data only
◦ Easily measured performance data is collected, critical and hard to
measure data is missing

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o Organizational/strategic analysis
- where in the organization is training needed and under what conditions
will it occur

o Task analysis
- What must be done to perform a job or complete a process successfully

o Person analysis
- Who needs to be trained, and what kind of training they need

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 Need Assessment at orgz level is conducted
by performing organizational analysis.
 Process used to understand characteristics of
an organization to determine:
◦ where training and HRD efforts are needed
◦ the conditions under which they should be
conducted.
◦ Also called strategic analysis.

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Components of Organizational Needs Analysis
1. Organizational goals:
Understanding organizational goals and strategies is
starting point for organizational effectiveness;
Effective areas where goals are met do not need HRD
effort, Monitored to ensure opportunities for
improvement and potential problems are identified
early; HRD focus in areas where goals are not met using
effective areas as models.
2. Organizational resources: Awareness & Availability
of resources (facilities, materials, expertise within
organization) are important in establishing HRD needs
and in designing and implementing HRD programmes.

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3. Organizational climate: An important factor in HRD success;
unfavourable climate will hinder design and implementation of HRD
programmes resulting in reduced training effectiveness; favourable
climate will encourage skill transfer back to the job

4. Environmental constraints:
Social, Technological, Economic, Political and Legal issues (external
environment) e.g. legal compliance; increased competition, social
norms, political climate etc.

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 Organizational Goals & Objectives
 HR Manpower inventory
 Skills inventory
 Organizational Climate Indexes (Labor Management Data): Quality
of Working Life indicators.
 Attitude Surveys
 Customer Complaints
 Efficiency Indexes
 System changes
 Management Requests
 Exit interviews

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