TOPICS COVERED

HRD FRAMEWORK Evaluation of HRD HRD Program Program Implementation Creating A HRD program HRD Need Assessment

A Framework for the HRD Process

HRD efforts should use the following four phases (or stages): Needs ssessment
esign plementation valuation

(A DImE)

The HRD Process: A DImE

Definition Of Need:
Before delving deep into need assessment, it is of paramount importance to know, what is the meaning of need.
Need- The concept of need refers to a discrepancy or gap between what an organization expects to happen and what actually occurs.

Various Types of Needs

Performance
Diagnostic Factors that can prevent problems from occurring Analytic Identify new or better ways to do things Compliance Mandated by law or regulation

Need Assessment
A process by which an organizations HRD needs are

identified and articulated. It identifies: a) an organizations goals and its effectiveness in reaching these goals. b) Gaps between current skills and the skills needed to perform the job successfully. c) Gaps between employees skills and the skills required for effective current job performance. d) The conditions under which the HRD activity will occur.

There is nothing so useless as doing

efficiently that which should not be done at all.
- Peter F. Drucker

Benefits
Through needs assessment, we try to answer questions like:

1. Need for the needs assessment, 2. Accomplishment of type of learning, 3. Expected changes in the behavior and performance, 4. Probability of achieving the results, 5. Cost benefit analysis of HRD solutions. 6. Root causes of performance gaps

Levels of Need Assessment

1. Organizational analysis
Where is training needed and under what conditions?

2. Task analysis
What must be done to perform the job effectively?

3. Individual analysis.
Who should be trained and how?

Organizational Analysis
It looks at the effectiveness of the organization and

determines where training is needed and under what conditions it will be conducted.
Why 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

Source of Organizational Analysis

Mission statement
HRM inventory Skills inventory

Quality of Working Life indicators

Efficiency indexes

System changes
Exit interviews

Task Analysis
It provides data about a job or a group of jobs and the

knowledge, skills, attitudes and abilities needed to achieve optimum performance.

How to Collect Information For a Task Analysis

KSA analysis
Performance standards Observe the job/sample the work.

Perform the job.

Job inventory questionnaire. Review literature about the job.

Ask questions about the job.

Analysis of operating problems.

INDIVIDUAL ANALYSIS
It analyzes how well the individual employee is doing

the job and determines which employees need training and of what kind. Based on many sources of data Summary Analysis
Determine overall success of the individual

Diagnostic Analysis Discover reasons for performance

SOURCES FOR INDIVIDUAL ANALYSIS

Performance evaluation. Performance problems. Observation. Work samples. Interviews. Questionnaires. Attitude surveys.

Checklists or training progress charts.

FOUR STEPS TO CONDUCTING A NEEDS ASSESSMENT:

STEP 1. PERFORM A "GAP" ANALYSIS. The first step is to check the actual performance of our

organizations and our people standards, or to set new standards.

Current situation Desired or necessary situation

against

existing

There are two parts to this:

The difference the "gap" between the current and the

necessary will identify our needs, purposes, and objectives.

FOUR STEPS TO CONDUCTING A NEEDS ASSESSMENT

STEP 2. IDENTIFY PRIORITIES AND IMPORTANCE It must be seen whether the identified needs are real, if they are worth addressing, and specify their importance and urgency in view of organizational needs and requirements (1). For example (2): Cost-effectiveness Legal mandates If some of our needs are of relatively low importance, we would do better to devote our energies to addressing other human performance problems with greater impact and greater value.

FOUR STEPS TO CONDUCTING A NEEDS ASSESSMENT

Step 3. IDENTIFY CAUSES OF PERFORMANCE

PROBLEMS AND/OR OPPORTUNITIES.

We must know what our performance requirements are,

if appropriate solutions are to be applied. We should ask two questions for every identified need: (3)
Are our people doing their jobs effectively? Do they know how to do their jobs? This will require detailed investigation and analysis of

our people, their jobs, and our organizations -- both for the current situation and in preparation for the future.

FOUR STEPS TO CONDUCTING A NEEDS ASSESSMENT

Step 4. IDENTIFY POSSIBLE SOLUTIONS AND GROWTH

OPPORTUNITIES.

"If it ain't broke, don't fix it." But if our people ARE NOT doing their jobs effectively: TRAINING may be the solution, if there is a knowledge

problem. Organizational Development activities may provide solutions when the problem is not based on a lack of knowledge and is primarily associated with systematic change. These interventions might include strategic planning, organization restructuring, performance management and/or effective team building.

CAVEAT
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

Phase Two: Designing the Training or HRD Intervention

Key activities include: Setting objectives Selecting the trainer or vendor Developing lesson plans Selecting methods and techniques Preparing materials Scheduling training

Phase Two: Design

Objectives
Performance
Conditions Criterias

PERFORMANCE:
Increase upper body strength Assemble a chair

Catch a football pass

Graduate from college
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Conditions
Conditions under which performance is done e.g., using standard conditioning equipment using a screwdriver and hammer at a full run under man-to-man coverage without cheating or outside help

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Criteria
The level of acceptable performance e.g., by 25 percent within one year within one hour without mistakes at least 80% of the time without penalties within 5 years and with a B average

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Make or Buy Decisions

You cannot be an expert on everything
You cant afford to maintain a full-time staff for once-a-

year training
You cant afford the time or money to build all of your

own training programs Implication: Much training is purchased, rather than self-produced

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Factors to Consider Before Purchasing an HRD Program

Level of expertise available/required
Timeliness Number of trainees Subject matter Cost Size of HRD organization X Factor (other conditions)

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Other Factors to Consider

Vendor credentials
Vendor background Vendor experience Philosophical match (between vendor and

organization) Delivery method

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EIGHT POINT STRATEGY FOR HRD PROGRAMS

Jerry Gillet and Seteven Eggland (2002) identified for

managers of HRD an eight-point strategy for designing cost-effective, reputable HRD programs that can survive economic crises and internal/external changes affecting the organization. Establish a written HRD philosophy. Establish HRD policy. Obtain support of top management. Integrate HRD into the long-range organizational plan.

 Conduct extensive needs assessments.

Encourage collaboration. Establish criteria for participation in HRD programs. Be introspective but focus on results.

The Learning Pyramid

By Permission: Yin (2004)

Training Delivery Methods

Three basic categories:
On-the-Job Training Off- the- Job Training

Classroom Training
Self-Paced Training
Note: Computer-based training can be in a classroom, or individual/self-paced.

On-the-Job Training (OJT)

Job instruction training (JIT)
Prepare the worker , Present the task, Practice the task, Follow up.

Job rotation
Train on different task/ positions, often used to train entry level managers, To provide back up in production position.

Coaching
Between worker and supervisor. Can provide specific performance improvement and correction.

Mentoring
senior employee paired with a junior employee (protg), Helps to learn the ropes, Prepares protg for future advancement

OFF-the-Job Training
This occurs when employees are taken away from their place of work to be trained. Common methods of off-the-job training include:
Day release Distance learning / evening classes Block release courses Sandwich courses Sponsored courses in higher education

Classroom Training Approaches

Five basic types: Lecture - Oral presentation of material ,Some visual aids can be added, Remains a very popular training method, Interesting lectures can work well, Good to supplement with other materials. Discussion - Two-way communication,Use questions to control lesson, Direct: produce narrow responses, Reflective: mirror what was said, Open-Ended: challenge learners to increase understanding

Classroom Training Approaches

Experimental Methods - Case studies, Business game

simulations, Role Playing, Behavior Modeling, Outdoor training

Self-Paced or Computer-Based Training

Audiovisual Media
Brings visual senses (seeing) into play, along with audio

senses (hearing) Types:

STATIC MEDIA- Printed materials, Lecture notes, Work aids, Handouts
DYNAMIC MEDIA- Audio cassettes, CDs, Film, Videotape, Video disc

TELECOMMUNICATIONS- Instructional TV, Teleconferencing,

Videoconferencing

Computer-Based Training (CBT)

Interactive with user
Training when and where user wants it Trainee has greater control over progress

CBT can provide progress reports and be tailored to specific instructional objectives
Trainee works on own with minimal facilitation by

instructor who is elsewhere

E-learning
Intranet Internal to site/organization Internet General communications Online reference Needs assessment, administration, testing Distribution of CBT Delivery of multimedia

EVALUATION OF Training
Evaluation of HRD Program helps in gauging the

degree to which a training (or other HRD program) achieves its intended purpose. In other words it measures the effectiveness of the HRD program.

EVALUATION OF Training
Textbook definition: The systematic collection of descriptive and judgmental information necessary to make effective training decisions related to the selection, adoption, value, and modification of various instructional activities. Any attempt to obtain information (feedback) on the effect of training program and to assess the value of training in the light of that information for improving further training.

 Effectiveness of HRD Program: a) The degree to which a training (or other HRD program)

achieves its intended purpose b) Measures are relative to some starting point c) Measures how well the desired goal is achieved
In other words:

Are we training: a) the right people b) the right stuff c) the right way d) with the right materials e) at the right time

 Before Training: The learner's skills and knowledge are assessed

before the training program. During the start of training, candidates generally perceive it as a waste of resources because at most of the times candidates are unaware of the objectives and learning outcomes of the program. Once aware, they are asked to give their opinions on the methods used and whether those methods confirm to the candidates preferences and learning style. phase usually consist of short tests at regular intervals

During Training: It is the phase at which instruction is started. This After Training: It is the phase when learners skills and

knowledge are assessed again to measure the effectiveness of the training. This phase is designed to determine whether training has had the desired effect at individual department and organizational levels. There are various evaluation techniques for this phase.

Purposes of Evaluation:
Determine whether the program is meeting the

intended objectives Identify strengths and weaknesses Determine cost-benefit ratio Identify who benefited most or least Determine future participants Provide information for improving HRD programs Reinforce major points to be made Gather marketing information Determine if training program is appropriate Establish management database

The Training Evaluation should involve:

a) senior management b) the trainer

c) line management
d) the training manager e) the trainee

 Models and Frameworks of Evaluation

There are six frameworks for evaluation 1. Kirkpatrick 2. CIPP 3. Brinkerhoff 4. Kraiger, Ford & Salas 5. Holton 6. Philips The most popular is that of D. Kirkpatrick:
Reaction Learning Job Behavior Results

KIRKPATRIKS Four Levels

A Suggested Framework
Reaction Did trainees like the training? Did the training seem useful? Learning How much did they learn? Behavior What behavior change occurred? Results What were the tangible outcomes? What was the return on investment (ROI)? What was the contribution to the organization?

Advantages and Disadvantages of Techniques

Methods 1. Interview Advantages Flexible Opportunity for clarification Depth Possible Personal Contact Low cost Anonymity Possible Respondent Sets Pace Variety Of Options Non- Threatening Excellent way to Measure Behavior Change Low Purchase Cost Readily Scored and Quickly Processed Easily Administered Wide Sampling Possible Reliable Objective Close Relation to Job Performance Disadvantages High Reactive effects High cost Face-to-Face Threat Potential Trained Observers Needed Possibly Inaccurate Data Return Rate Beyond Control

2. Questionnaire

3. Observation

Possibly Disruptive Reactive Effect Probable Trained Observers Needed Possible low Relation to Job Performance Reliance on Norms May Distort Individual Performance Cultural Bias Time consuming Simulation often Difficult and Costly

4. Written Test

5. Simulation/ Performance Test

Ethical Issues Concerning Evaluation Research

a) Confidentiality
b) Informed consent c) Withholding training from control groups d) Use of deception e) Pressure to produce positive results

Evaluation of Training Costs

Cost-benefit analysis Compares cost of training to benefits gained such as attitudes, reduction in accidents, reduction in employee sickdays, etc. Cost-effectiveness analysis Focuses on increases in quality, reduction in scrap/rework, productivity, etc.

Types of Training Costs

a) Direct costs
b) Indirect costs c) Development costs d) Overhead costs e) Compensation for participants

Problems with the Traditional View

Misuse of the terms evaluation and evaluating effectiveness
Failure to explicitly address the different purposes for evaluating HRD activities Narrow view of stakeholders and their agendas Outdated range of subjects for HRD evaluation Insufficient research methods (definition of units of analysis and tools for understanding them)

HRD Evaluation Steps

Analyze needs.

Determine explicit evaluation strategy.

Insist on specific and measurable training objectives.

Obtain participant reactions.

Develop criterion measures/instruments to measure results.

Plan and execute evaluation strategy.

Benefits of Evaluation
Improved quality of training activities

Improved ability of the trainers to relate inputs to outputs

Better discrimination of training activities between those that are

worthy of support and those that should be dropped Better integration of training offered and on-the job development Better co-operation between trainers and line-managers in the development of staff Evidence of the contribution that training and development are making to the organization Reduction in preventable accidents measured Reduction in scrap/rework measured in cost of labor and materials

Bibliography
Gent, Michael J. and Gregory G. Dell'Omo. "The Needs

Assessment Solution." Personnel Administrator, July 1989: 82-84. McGehee, W. and P-W. Thayer. Training in Business and Industry. New York: Wiley, 1961. Werner and DeSimone ,Human Resource Development: Foundation. Framework and Application , 2006 edition[Reprint 2008]

 Brinkerhoff, R.O., Achieving Results from Training,

Jossey-Bass Inc., San Francisco, 1987, p. 39. Zemke, R., & Gunkler, J., "Using Small Group Techniques for Needs Assessment, Data Gathering, and other Heinous Acts", seminar notes, American Society for Training and Development Southern Minnesota Chapter, Minneapolis, July 9, 1985. Margolis, F.H., and Bell, C.R., Understanding Training: Perspectives & Practices, University Associates, San Diego, 1989, pp 13-15.

 http://en.wikipedia.org/Human_resource_develop ment.html
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