TRAINING AND DEVELOPMENT

NEEDS ASSESSMENT

Needs assessment (or needs analysis)

• a process by which an organization’s HRD needs are

identified
• It is the starting point of the HRD and training process
 A NEEDS ASSESSMENT CAN IDENTIFY:

• Gaps between employees’ skills and the skills required

• Gaps between current skills and the skills needed in the future
 WHAT IS A “TRAINING NEED?”

• A gap between what is expected and what actually occurs

( a shipping supervisor takes 36 hours for shipping customer
orders rather than 24 hours)

• Not every need can/should be addressed by HRD

 LEVELS OF NEEDS ANALYSIS

• Strategic/Organizational analysis
• Where in organization training is needed

• Task Analysis
• What must be done to perform successfully

• Person Analysis
• Who needs to be trained
• What kind of training does he need
 TASK ANALYSIS

Task analysis
• a systematic collection of data about a specific job or group of
jobs to determine what an employee should be taught to achieve
optimal performance.
 JOB ANALYSIS

• A systematic study of a job to identify its major components

• Jobs
• Tasks
• Working conditions
• KSAs
Job analysis is a descriptive procedure

It involves observing the job being performed , asking job

supervisors questions about the job, tasks, working conditions, and
KSAOs; examining the outcomes of the job
( KSAs portion is called job specification )
 PERSON ANALYSIS

• Directed at determining the training needs of the individual

employee

• Focus is typically on how well each employee is performing

key job or task
 With the availability of assessment data, the focus will be on
designing an effective HRD program

The key activities involve in designing an HRD program are:

1. Setting objectives
2. Developing a lesson plan
3. Selecting the trainer or the vendor
4. Selecting program methods and techniques
5. Preparing materials
6. Scheduling the program
Well written program objectives help in selecting the
appropriate training methods and evaluating the program
success

Objectives should describe :

1. The performance the trainees should be able to do

2. The outcome the program is intended to produce

 MAJOR REASONS TO CONTRACT OUT

• The firm does not have the expertise to design the program
in-house. The organization lacks specialized KSA needed to
design and implement an HRD program.

• Management would not likely have the time to design the

program

• Firm doesn’t have an HRD department or full-time HRD

professional
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• The larger the number of trainees the greater the likelihood to
design the program itself. For just a few trainees use an
outside training agency.

• If the subject matter is sensitive or proprietary the HRD conduct

the program in-house

• Always considers cost

Selecting the trainer

Once the organization has decided to design its own training

program or has purchased a program, a trainer must be
selected

Training competency involves the knowledge and skills

Subject-matter expert should have the ability to train others

Train-the-trainer program is to provide subject matter expert

with the knowledge and the ability to design and implement a training
program
Preparing a lesson plan

To translate the program objectives into a training session, a lesson plan is

needed

It is the trainer’s guide to the actual delivery of the training content

• Training content to be covered

• Sequencing of activities

• Media to be used

• Exercises

• Timing

• Evaluation issues to be used

 TRANSMISSION OF PROGRAM
ANNOUNCEMENTS

Sent through:

• Supervisory channels

• Company newsletters

• Intranet

• E-mail

• HRD Bulletins
 TRAINING MANUALS AND TEXTBOOKS

• Textbooks
• Generally provide a broad treatment of subject

• Training Manuals
• Brief and hands-on

• Copyright Laws
• Get permission