Human Resources Management - 3

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    Welcome

    HRM207Human Resources Learning andDevelopmentWeek 3,

    (Based on Noe and Winkler, 2009)

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    Todays Agenda

    Lecture Needs assessment

    - Introduction

    - 3 levels of needs assessment- Needs assessment techniques

    - Conclusion

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    Introduction

    Needs assessment refers to the process of determininglearning needs and opportunities and whether training is

    necessary.

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    The performance Gap

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    Potential Consequences if Needs Assessment isInadequate

    Training may be incorrectly used as a solution to a performance problem

    Training programs may have the wrong content, objectives or methods

    Trainees may be sent to training programs for which they do not have thebasic skills, prerequisite skills or confidence needed to learn

    Training may not deliver the expected learning, behaviour change or

    financial results that the company expects

    Money may be spent on training programs that are unnecessary because

    they are unrelated to the companys business strategy

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    Who should be involved?

    Senior managers

    Middle Managers

    Supervisors

    Training and Development practitioners

    Content experts

    Job incumbents

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    Key Concerns in Needs Assessment

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    3 Levels of Needs Assessment

    1. Organisational

    2. Departmental or Functional

    3. Individual

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    Organisational

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    Analysis of strengths and weaknesses

    Strengths:What organisational resources and capabilities do we

    have that give (or have the potential to give us) a strategic

    advantage?

    Weaknesses:What knowledge/skills/attitudes are we lacking?

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    Analysis of opportunities and threats

    What strategic opportunities exist outside of theorganisation that we need training or development to

    take advantage of?

    What external threats to our strategic goals exist thatcan be mitigated by training?

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    Analysis of organisational HR plans

    Number of people required

    Type of people required

    When and where required

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    Departmental or Functional

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    Analysis of departmental/functional HRplans

    Recruitment

    Promotions

    Redeployments

    Better use of staff (upskilling)

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    Special training surveys

    Managers, Supervisors (subordinates)

    Questionnaires, Interviews, Both

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    Occupational Job Analysis- desired abilities of occupational group

    Select occupational group of jobs

    Develop preliminary list of tasks

    Validate list (including prioritise)

    Identify knowledge, skills and attitudes necessary for each task

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    Individual

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    Individual Job Analysis

    - job as it is now

    Select job

    Develop preliminary list of tasks

    Validate list (including prioritise)

    Identify knowledge, skills and attitudes necessary for each task

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    Competency models

    Job Analysis

    Job(tasks, duties,

    responsibilities)

    +

    Employee

    specifications

    (knowledge, skills,

    attitudes)

    Competency Models

    areas of personal capability thatenable employees to

    successfully perform their jobs

    by achieving outcomes or

    successfully performing tasks,

    Competencies comprised of

    knowledge, skills, attitudes,

    values, personal characteristics.

    better aligned with goalsfocus on commonality rather than difference

    greater application

    more flexible

    facilitates performance management

    v

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    Competency models

    Identify job/position

    Identify (changes in) business strategyIdentify effective v ineffective performers

    Identify competencies of effective v ineffective performers

    Validate model

    Example - Core Executive Leadership Competencies Creates Vision and Gives Direction

    Develops People

    Manages Resources and Risk

    Promotes and Achieves Quality Outcomes Understands Relationshipshttp://www.lgmasa.org.au

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    Performance Management

    The essence of performance management in

    analysing training and development needs lies in thecomparison that it affords between an individuals job

    performance and the standards or objectives that have

    been developed for the individuals position.

    Pressure points:

    substandard or poor performance.

    job changes

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    Readiness for training

    Refers to whether:

    employees have the personal characteristics necessaryto learn program content and apply it on the job.

    the work environment will facilitate learning and not

    interfere with performance.

    Individual

    Literacy

    Cognitive abilitySelf-efficacy

    Input

    Situational constraints

    Social support

    OutputAwareness of

    performance standards/

    levels of proficiency

    Consequences

    Performance rewards

    Benefits of training

    Feedback

    Frequent specific

    feedback

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    Is training the answer?

    If the employees lack the knowledge and skills toperform and the other factors are satisfactory, training isneeded.

    If the employees have the knowledge and skills toperform but input, output, consequences or feedback

    are inadequate, training may not be the best solution.

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    Needs Assessment Techniques

    Technique Advantages Disadvantages

    Observation Generates data relevant to work

    environment

    Minimises interruption of work

    Needs skilled observer

    Employees behaviour may be

    affected by being observed

    Questionnaires InexpensiveCan collect data from a large

    number of persons

    Data easily summarised

    Requires timePossible low return rates,

    inappropriate responses

    Lacks detail

    Only provides information directly

    related to questions asked

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    Needs Assessment Techniques

    Technique Advantages DisadvantagesInterviews Good at uncovering details of

    training needs

    Good at uncovering causes andsolutions of problems

    Can explore unanticipated issuesthat come up

    Questions can be modified

    Time consuming

    Difficult to analyse

    Needs skilled interviewer

    Can be threatening to contentexperts, who only provide information

    they think you want to hear

    Focus groups Useful with complex orcontroversial issues that oneperson may be unable or unwillingto explore

    Questions can be modified toexplore unanticipated issues

    Time consuming to organise

    Group members provide information

    they think you want to hear

    Status or position differences maylimit participation

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    Needs Assessment Techniques

    Technique Advantages Disadvantages

    Documentation

    (technical manuals and

    records)

    Good source of information on

    procedure

    Objective

    Good source of task information for

    new jobs and jobs in the process of

    being created

    Technical language may be difficult to

    understand

    Materials may be obsolete

    Online technology

    (software)

    Objective

    Minimises work interruption

    Limited people input

    May threaten employees

    Potential to misuse information

    Requires interaction by computer or

    phone

    Benchmarking

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    Limited Scope Needs Assessment

    Time constraints and costs can limit the length and detail

    of a needs assessment.

    Solutions:Limit scope to size and impact of pressure point.

    Use existing data

    Anticipate needs

    The interconnection of the levels and methods of

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    The interconnection of the levels and methods ofneeds assessment

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    Conclusion

    Recap of today

    Any questions?