Training and Needs Assessment and Analysis -- HRDNotes.htm (Wilf Ratzburg)

.	Training is the process of acquiring and improving the skills, knowledge, and attitudes required for job performance; it is an investment an organization makes in itself. While training can take many forms, the desired end is generally the same: improved performance of job-related tasks. Further, the quality of the training output (improved job-related or organizational performance) is only as good as the training data input. That is, if the needs for training have not been properly identified, then the training itself may be called into question.
...a "need" is a gap between current and desired results -- a "needs assessment" is a process for identifying the gaps based on the differences between "what is" and "what should be" Needs Assessment: Gaps in usefulness of what the organization delivers Needs Analysis: Reasons for gaps in results	Let's begin our discussion with a few definitions. First, we'll identify "need" as the gap between current and desired (or required) results. Next, we may find it useful to distinguish between "assessment" and "analysis". "Assessment" refers to the process of identifying the organization's needs and placing them in some order of priority. The priority is based on what it costs the organization to ignore the problem as compared to the value a solution to that particular problem might add. "Analysis", takes the process one step further insofar as it requires an investigation of the reasons and the causes for a need. This is necessary so that appropriate interventions may be identified and later selected. Therefore, a needs assessment is a prerequisite procedure for need analysis. Analysis is the means to identify the causes of a need. Analysis may also identify appropriate interventions -- such as training, jobs aids, jobs redesign, hiring procedures -- to minimize or eliminate the need. A Needs Assessment is a systematic examination of the way things are and comparison with the way they should be. The purpose of a needs assessment is to help you identify systems that aren't working; poorly trained personnel, inadequate communication channels, faulty equipment, cumbersome procedures, and a myriad of other organizational wrongs. What analysis does is identify solutions. Often, training isn’t the solution to the business problem. One useful approach to analysis might be to attempt to disprove the need for training; to play the role of devil’s advocate and argue that training is not needed. Some non-training solutions might include: change the supervision provide or improve job-related documentation provide job aids provide employees with time to learn independently
Need... the gap in results between "what is" and "what should be."	Needs Assessment may be seen as a four step process:
.	Step 1. PERFORM A "GAP" ASSESSMENT. First, we check the actual performance of our organization and our people against existing standards (or, alternatively, we may decide to modify the standards if that appears reasonable). This starts with an identification of the desired or necessary conditions for organizational and personal success; what are the necessary job tasks/standards, as well as the skills, knowledge, and abilities needed? Then we need to determine the current state of skills, knowledge, and abilities. The difference or the "gap" between the current state and the desired state will identify our needs, purposes, and objectives. However, the identification of such a gaps says nothing about training. The needs assessment has simply identified a gap or a problem. It remains to be seen if training can provide a solution to the problem.
.	Step 2. IDENTIFY PRIORITIES AND IMPORTANCE. The first step is likely to have produced a large list of needs. Whether or not solutions to these problems are sought will depend on organizational priorities. One obvious question is: "How does the cost of the problem compare to the cost of implementing a solution?" Another question pertains to the possibility of a legal requirement necessitating the elimination or reduction of some identifiable gap. In the case of training, we need to consider the benefits of any Human Resource Development (HRD) intervention before we just go and do it.
.	Step 3. IDENTIFY CAUSES OF PERFORMANCE PROBLEMS In step three, we get closer to answering the question about whether or not the gap or problem identified earlier can actually be alleviated through training. At the level of the employee, we need to ask: "Are our people doing their jobs effectively?" or "Do they know how to do their jobs?"
Needs analysis provides documentation of the determination of needs and recommended solutions	Step 4. IDENTIFY POSSIBLE SOLUTIONS Training may be the solution to the identified gap, if there is a knowledge problem or a skills deficiency.
.	TECHNIQUES FOR INVESTIGATING ORGANIZATIONAL NEEDS When examining organizational deficiencies, it is important to get a complete picture from many sources and viewpoints. Of course, the desire for quality information needs to be balanced against the constraints of time and resources. Essentially, the methodologies used can be classified as: training needs survey competency study task analysis performance analysis
.	Multiple viewpoints may be achieved by utilizing a variety of data sources: direct observation knowledgeable sources external to the organization questionnaires consultation with persons in key positions, and/or with specific knowledge review of relevant literature interviews focus groups tests records & report studies work samples production statistics job descriptions performance reviews exit interviews In planning the assessment, it is important to identify which of these sources of data are available. Then, identify how the data will be analyzed and, finally, how the findings will be presented (to the client or to management). Observations One useful method of gathering data is to watch people at their place of work and then ask them what they needed to learn to do their job. These observations may be conducted in a structured manner. Employees may be assigned tasks and then observed as to whether they can perform them satisfactorily. Questionnaires While generally easy to use, questionnaires should be constructed with the utmost care. They should be targeted to a specific audience about a specific content area and use a mixture of open and closed questions. Work Sampling Work sampling is like observing people at work except that the focus is on the product of the work instead of the process. One advantage of this method is data may be collected without the knowledge of the employees. Document Review Documents such a performance reviews, job descriptions, or production statistics may be utilized. One advantage of this form of data is that it is often readily available and it can provide useful background information. However, the review of documents may be time-consuming a yield considerable unrelated data. Interviews Interviews provide an excellent way to get direct input from employees regarding their attitudes, beliefs, and expectations. However, to get a balanced view, many employees must be interviewed. When deciding which data collection method to use, a number of factors should be considered: cost time location of employees appropriateness (of the method to the group of employees in question) competency of the individual doing the assessment (for example, are they in fact able to judge the quality of product or process if using sampling or observation) authority manageability of the data
.	Ideally, a needs assessment would involve a high degree of employee and management participation, require a modest investment of time and money, and would produce a high degree of relevant data. The extent to which this ideal might be achieved would depend on the nature of the job. In terms of employee and management involvement, trainers can increase the likelihood that employees share responsibility for the outcomes of the final training by inviting them to participate in making the decisions that lead up to the training. Furthermore, management of the organization is more likely to accept the training strategy if all sides of the business problem have been examined.
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