Lesson 6: The Needs Analysis Process Flashcards
1
Q
What is the ISD model of training and development?
A
A rational and scientific process consisting of three major steps: needs analysis, design and delivery, and evaluation.
2
Q
What is a needs analysis?
A
A process to determine the difference or gap between the way things are and the way things should be.
3
Q
What is the purpose of a needs analysis?
A
To determine the nature of the problem and whether training is the best solution.
4
Q
What are the potential outcomes of a needs analysis?
A
Identification of performance gaps and their causes
Identification of non-training solutions to performance problems
Determination of whether training is the best solution to performance problems
5
Q
What are the potential benefits of using the ISD model?
A
Improved performance and productivity
Better alignment of training with organizational goals
More effective use of resources
6
Q
What is the definition of a need?
A
A gap between the way things are (current results) versus the way they should be (desired results).
7
Q
How can performance gaps be identified?
A
By soliciting information from those who are affected by the performance problem.
8
Q
Who does a needs analyst gather information from?
A
Key people in an organization about the organization, jobs, and employees.
9
Q
What is the purpose of gathering information in needs analysis?
A
To determine the nature of performance problems and identify the difference between the way the work is being done and the most cost-effective way of doing it.
10
Q
What is the formula for needs?
A
Needs = Required results – Current results.
11
Q
What is the goal of needs analysis?
A
To identify the difference between what is and what is desired or required in terms of results, and to compare the magnitude of gaps against the cost of reducing them or ignoring them.
12
Q
What are some factors that could result in performance gaps?
A
Many factors, such as knowledge, skills, attitudes, resources, job design, and management practices.
13
Q
What are some potential solutions to performance gaps?
A
Training, as well as other interventions such as coaching, job aids, process improvements, and technology.
14
Q
How can a thorough needs analysis help an organization?
A
It can help an organization prioritize its needs and make informed decisions about what problems need to be resolved.
Identification, prioritization, and selection of needs that will affect internal and external stakeholders.
Identification of the causes of and solutions to performance problems.
15
Q
What is the first step of the needs analysis process?
A
Identifying an “itch” or a problem.
16
Q
What happens if the performance problem is important?
A
Stakeholders are consulted and a needs analysis is conducted.
17
Q
What are the three levels of needs analysis?
A
Organizational analysis, task analysis, and person analysis.
18
Q
What is organizational analysis?
A
An analysis of the organization’s goals, strategies, culture, and resources to determine the extent to which they support or hinder performance
19
Q
What is task analysis?
A
An analysis of the specific tasks or activities that employees perform to identify the knowledge, skills, and abilities required for successful job performance.
20
Q
What is person analysis?
A
An analysis of the individual employees to determine their current level of performance and any factors that may be contributing to performance problems.
21
Q
What are some outcomes of the needs analysis process?
A
Identification of the performance problem and its causes
Identification of potential solutions to the problem
Prioritization of needs and selection of the most appropriate solutions
22
Q
Figure 3.1: The Needs Analysis Process
A
23
Q
What is step one of the needs analysis process?
A
A concern, which is something that causes managers to notice a problem or a pressure point.
24
Q
What are some examples of concerns that might initiate the needs analysis process?
A
Employees treating customers in an abrupt manner
Employees spending a lot of time asking for help with a new system
Increase in defective parts, accidents, or complaints
Growing number of robberies or safety concerns
Dangers on the job or skills gap
Changes in legislation or competitive landscape
25
What is an example of a concern that led to training at TD Bank?
The growing number of robberies and safety concerns for employees and customers.
26
What is an example of a concern that led to training at the Roy McMurtry youth jail in Brampton?
A series of violent attacks on guards, which prompted a labour ministry inspector to order self-defence training and protective equipment.
27
What is an example of a concern that led to training at Boston Pizza?
A growing skills gap among the company's store managers in soft skills, which prompted the launch of Boston Pizza College, a classroom-based management training program.
28
What is step two of the needs analysis process?
Determining whether the concern is central to the effectiveness of the organization.
29
What should the training manager be aware of during step two?
The strategic orientation of the organization, including its goals, plans, products and services, changes in technology, practices, and regulations.
The link between human resource policies and the strategic directions of the company.
The training strategy should support the organization's efforts to achieve its goals.
30
What is another important concern during step two?
The cost implications of the problem, including lost productivity or dissatisfied customers.
31
What is step three of the needs analysis process?
Involving the stakeholders who have a vested interest in the process and outcomes.
32
Why is support from key players in the organization necessary from the beginning of the needs analysis process?
To ensure that top management understands the rationale for the needs analysis.
To obtain agreement on why the needs analysis is being done and who will be involved.
To clarify managerial expectations.
33
Who should be consulted and included in the needs analysis process?
Other stakeholders, such as employees or their collective representatives.
34
Why is it important for all stakeholders to have input and buy-in to the needs analysis process?
To ensure that the data collection will result in accurate information.
To ensure that all stakeholders have a vested interest in the success of the program.
35
What is step four of the needs analysis process?
Data collection, which involves the documentation of the concern through the collection of information from three levels of analysis.
36
What are the three levels of needs analysis?
Organizational, task, and person or employee.
37
What is the purpose of organizational analysis?
To provide information about the organization's strategies and context and answer the question: Where is training needed in the organization?
38
What is the purpose of task analysis?
To provide information about the tasks and the relevant knowledge, skills, and abilities needed to perform selected jobs and answer the question: What knowledge, skills, and abilities are required to perform the job effectively?
39
What is the purpose of person analysis?
To provide information about an employee's level of performance and answer the question: Who needs to be trained?
40
What are the outcomes of the needs analysis process?
Clarification of the nature of performance gaps
Determination of whether training and development is a good solution to performance problems
Identification of where training is needed in the organization, what type of training is required, and who should receive training
Writing of training objectives and design of training programs
Development of measures for training evaluation
41
What is the importance of the needs analysis process?
It helps to determine the best solution to performance problems and how to proceed if training is part of the solution.
42
What is organizational analysis?
The study of the entire organization: its strategy, environment, resources, and context.
43
What information does organizational analysis provide?
Information for the identification of training needs.
Information on the probability of the success of a training program.
44
What is key to an organizational analysis?
Finding out if a training program is aligned with an organization's strategy.
Identifying any constraints.
Determining the extent of support for the delivery and success of a training program.
45
What is the importance of an organizational analysis?
It can help identify potential constraints and problems that can derail a training program so that they can be dealt with prior to or during the design and delivery of a costly program.
46
What are the components of an organizational analysis?
Strategy, environment, resources, and context.
47
What is strategic alignment?
The alignment of an organization's training needs and programs with its strategy and objectives.
48
What is an organization's strategy?
The organization's mission, goals, and objectives that reflect its plan for growth, adaptation, profitability, and survival.
49
How has the role of human resources changed in relation to an organization's strategy?
Human resources, including training and development, are now seen as essential to an organization's strategy and the accomplishment of its objectives.
50
What is strategic human resource management (SHRM)?
The alignment of human resource practices with an organization's business strategy.
51
What is strategic training and development (ST&D)?
The alignment of an organization's training needs and programs with its strategy and objectives.
52
What is one of the organizational benefits of training and development?
Facilitating and supporting an organization's strategy.
53
What should an organization's strategy indicate?
The type and amount of training and development required.
54
What is the impact of training that is not linked to an organization's strategy?
It can lower the company's market value and negatively impact shareholder value.
55
What is the external environment and how does it affect training and development?
The external environment is dynamic and uncertain, and factors such as new technologies, competitors, recessions, and trade agreements can profoundly affect the need for and content of training, as well as employees' receptivity to being trained.
56
What are some examples of mandated training programs?
Government legislation and regulations (such as safety regulations, bullying, and harassment), industry policies (e.g., trucking, financial), and organization policies (e.g., privacy, security) can require compliance training.
57
How does the external environment impact the design and delivery of training programs?
Training programs need to be adaptable and responsive to changes in the environment to remain effective and relevant.
58
What are some factors that can result in the need for training programs in organizations?
Factors such as competition, market niche, new product development, and social concerns such as privacy, protection of personal information, and media perception can result in the need for training programs in organizations.
59
What are some examples of mandated training related to compliance with laws and regulations?
Examples of mandated training related to compliance with laws and regulations include workplace health and safety training, accessibility training, and privacy training.
60
What is a resource analysis in the context of organizational analysis?
A resource analysis involves identifying the resources available in the organization that might be required to design and implement training and development programs.
61
Why is a resource analysis important in an organizational analysis?
A resource analysis is important for determining whether an organization has the resources required for a training and development solution, or whether another, less costly solution would be better.
62
What are some resources required for a training and development program?
Resources required for a training and development program include financial resources, time, expertise, materials, equipment, and facilities.
63
What are some challenges an organization might face in designing and delivering a training program?
Challenges an organization might face include lack of expertise, lack of time, and the expense of materials, equipment, and facilities required for the program.
64
What is organizational climate?
Organizational climate refers to the collective attitudes of employees toward work, supervision, and company goals, policies, and procedures.
65
What is training transfer climate?
Training transfer climate refers to characteristics in the work environment that can either facilitate or inhibit the application of training on the job.
66
What are some characteristics of a strong training transfer climate?
Some characteristics of a strong training transfer climate include cues that remind employees to apply training material on the job, positive consequences for applying training on the job, and supervisor and peer support for the use of newly acquired skills and abilities.
67
What is a learning culture?
A learning culture refers to the attitudes and practices within the organization regarding the importance placed on organizational learning and employee development.
68
What is a continuous learning culture?
A continuous learning culture is a culture in which members of an organization believe that knowledge and skill acquisition are part of their job responsibilities and that learning is an important part of work life in the organization.
69
Why is information about an organization's training transfer climate and continuous learning culture important?
It indicates whether the work environment will support a training program and whether a training program is likely to be effective. It can also identify potential obstacles to the success of a training program and whether a pre-training intervention will be required.
70
Why is a task analysis important in determining training needs?
A task analysis helps to identify the specific training needs of employees by breaking down job tasks and identifying the knowledge, skills, and abilities required to perform them effectively.
This information can be used to design training programs that target specific areas of need.
71
Why is a person analysis important in determining training needs?
A person analysis helps to identify the specific training needs of individual employees, based on their current knowledge, skills, and abilities. This information can be used to design training programs that are tailored to the needs of each employee, maximizing the effectiveness of the training.
72
What are the six steps involved in a task analysis?
Identify the target jobs.
Obtain a job description.
Develop rating scales to rate the importance and difficulty of each task and the frequency with which it is performed.
Survey a sample of job incumbents.
Analyze and interpret the information.
Provide feedback on the results.
73
What is the first step in conducting a task analysis?
The first step is to identify the target jobs that need to be analyzed, typically after a performance problem or discrepancy has been identified.
74
What is a job description?
A job description is a document that lists the specific duties carried out through the completion of several tasks.
It should contain a summary of the major duties of the job, a list of these duties, the KSAs required to perform the tasks, and the conditions under which the tasks are performed. All tools and specialized knowledge should be listed.
75
What does KSA stand for?
KSA stands for Knowledge, Skills, and Abilities. They are the key attributes that are required to perform a job effectively.
Knowledge refers to the theoretical or practical understanding of a subject.
Skills are the specific competencies required to perform a task or activity.
Abilities are the natural talents or capacities to perform a task or activity.
KSAs are often used in job descriptions to identify the qualifications needed for a job and in task analysis to determine the requirements for performing specific tasks.
76
What is a competency?
A competency is a cluster of related KSAs that forms a major part of a job and that enables the job holder to perform effectively. Competencies are behaviors that distinguish effective performers from ineffective performers. Examples of competencies for managers include setting goals and standards, coaching, making decisions, and organizing.
77
What is the downside of creating job descriptions?
Critics argue that jobs change so rapidly that job descriptions are quickly out of date.
78
What are job competencies?
Job competencies are similar to skills, but they are generic and universal, such as "win agreement on goals, standards, expectations, and time frames."
The goal is to develop competencies that are teachable, and they can then be used instead of job descriptions.
79
What is the purpose of reviewing job descriptions with subject matter experts, managers, and job incumbents?
The purpose is to develop a list of tasks to be performed, the KSAs needed to perform the tasks, and the necessary tools, software, or equipment, along with an understanding of the conditions under which the tasks are performed.
80
What is the purpose of developing rating scales in a task analysis?
The purpose of developing rating scales is to rate the importance, difficulty, and frequency of each task performed in a job, which helps identify the content of a training program and what employees need to do to perform their job effectively.
81
What is the purpose of surveying a sample of job incumbents in task analysis?
The purpose of surveying a sample of job incumbents, supervisors, and subject-matter experts in task analysis is to obtain ratings of task importance, difficulty, and frequency for developing a training program.
82
What is the purpose of analyzing and interpreting task analysis information?
To identify the most important, difficult, and frequently performed tasks and potential differences between employee groups.
83
What statistical analyses are typically used in task analysis?
Elementary statistical analyses to identify important tasks, as well as more complex analyses using statistical software packages.
84
What is the purpose of providing feedback on the results of a task analysis?
The purpose of providing feedback on the results of a task analysis is to encourage employees to discuss areas of strengths and weaknesses and propose solutions to problems, which can increase their willingness to change their behaviors and gain support from managers for a training program.
85
What is the result of a task analysis?
The result of a task analysis is information on key task requirements and job specifications, which sets the stage for the design of training programs.
86
What are the limitations of a task analysis?
Task analysis emphasizes observable behaviors and assumes tasks are performed by individuals rather than groups, which may not be accurate for jobs that involve mental processes and teamwork.
87
What is cognitive task analysis?
Cognitive task analysis is an approach to task analysis that focuses on mental processes involved in completing tasks.
88
What is team task analysis?
Team task analysis is an approach to task analysis that focuses on how teams work together to complete tasks.
89
What is a cognitive task analysis (CTA)?
A set of procedures that focuses on understanding the mental and cognitive processes and skills required for performing a job.
90
How does a CTA differ from traditional task analysis?
A traditional task analysis focuses on observable behaviors, while a CTA focuses on the mental and cognitive aspects of a job.
91
In what types of jobs is CTA especially useful?
Jobs that require an extensive knowledge base, involve complex judgments in dynamic and uncertain environments, and have high-stakes outcomes.
92
In what types of jobs is CTA especially useful?
Jobs that require an extensive knowledge base, involve complex judgments in dynamic and uncertain environments, and have high-stakes outcomes.
93
What can a CTA identify in job performance that a traditional task analysis may miss?
Important cognitive elements such as decisions, cues, judgments, and perceptions that are important for effective job performance.
94
What is a team task analysis?
A team task analysis is a process that identifies the tasks of a job, as well as the knowledge, skills, and attitudes required for effective teamwork in completing those tasks.
95
What are some differences between a traditional task analysis and a team task analysis?
A team task analysis must identify the interdependencies of the job as well as the skills required for task coordination. It must also identify the cognitive skills that are required for interacting in a team.
96
What should a team task analysis focus on?
A team task analysis should focus on the knowledge of task-specific goals, knowledge of task procedures, strategies, and timing, knowledge of team members' roles and responsibilities, and knowledge of teamwork.
97
What methods can be used to conduct a team task analysis
A team task analysis can be conducted using individual and group interviews, a review of existing documents, observation, and questionnaires, and by examining past important events.
98
What is person analysis?
Person analysis is the third level of needs analysis, which focuses on studying employee behavior and performance to determine whether performance meets the work standards, who needs training, and what kind of training is needed.
99
What is the first step in a person analysis?
The first step in a person analysis is to establish standards for performance to determine the acceptable level of task performance.
100
How is the gap between desired and actual performance determined in a person analysis?
A comparison is made between the standard level of performance and each employee's performance through performance appraisals, work samples, observations, self-assessments of competencies, and formal tests to determine the gap between desired and actual performance.
101
What is the purpose of identifying obstacles to effective performance in a person analysis?
Identifying obstacles to effective performance helps determine the cause of or reason for the performance gap, which can be the result of deficiencies in execution or KSAs, lack of goals and feedback, or personal and individual factors.
102
What is the importance of measuring personal and individual factors in a person analysis?
Measuring personal and individual factors can indicate who will benefit from training and can have implications for the content and methods of a training program.
103
3.2 Barriers to Effective proformance.
104
What is the first step in the flowchart? (3.2 Analyzing proformance problems)
Describe the problem and decide whether it is worth pursuing.
105
What should a manager do when there is a performance problem?
Describe the problem and decide whether it is worth pursuing.
106
What are some basic solutions for performance problems?
Clarify expectations and standards, set goals, provide necessary resources, and/or provide performance feedback.
107
What questions should be asked when additional analysis is needed for performance problems?
Questions about the environment and reward and punishment contingencies.
108
What are some examples of undesired rewards for good performance?
Giving more work to an assistant who works twice as hard as co-workers, or slashing the budget of a manager who stays within their budget
109
Why is it important to ensure that undesirable behavior is not rewarded?
If employees are rewarded for producing lots of defective units, they will continue to produce as many as they can regardless of quality.
110
What is contingency management?
Contingency management is a reward and punishment program that encourages good performance and discourages poor performance.
111
Why is it important to reward desirable behavior?
Every act has a consequence, and if the consequence is a reward, then the act will be repeated. If good performance is not rewarded, it will eventually disappear.
112
What is the relationship between conditioning theory and contingency management?
Contingency management is an application of conditioning theory, which suggests that learning is the result of reward and punishment contingencies that follow a response to a stimulus.
113
How can managers develop effective contingency management programs?
Working with human resource staff, managers can develop contingency management programs that reward employees for good performance and discourage poor performance by creating positive consequences for desirable behavior.
114
3.2 Proformance Analysis Flowchart
115
What might managers realize when analyzing rewards and punishments?
They might realize that they are asking for safe procedures but punishing those who slow down production. Quality might be the all-important word on the sign in the factory, but employees might be praised for quantity.
116
Why is the determination of what constitutes effective performance and the management of reinforcement for achieving it a powerful instrument of change?
It is a more powerful instrument of change than a training program.
117
What should be considered if contingency management does not solve a performance problem?
The possibility of a genuine skill deficiency should be considered.
118
What critical question should be asked to determine if an employee needs training?
Could the employee perform the task if his or her life depended on it?
119
What should be considered before training an employee who knows how to perform a task?
Practice and feedback.
120
What should be done if the environment is the cause of poor performance?
Environmental obstacles should be removed and replaced with a more supportive environment.
121
What are some environmental obstacles to effective performance?
A lack of authority, inadequate tools or technology, conflicting responsibilities, and work overload, among others.
122
The Training Solution Checklist
- Trainers should ask the following questions to determine whether training is an appropriate solution
-Start by describing the current performance and desired performance
-Could employees perform as desired if they had to?
-Did they ever perform as expected in the past?
-If employees have performed as expected in the past, do they need practice, feedback, or specific and challenging goals?
-If employees perform as you want them to, what are the consequences for them? Are they rewarded for good performance and goal accomplishment?
-Are there any other reasons why employees might not be performing as desired?
-Determine how to know if the problem has been solved
-Is training the solution?
123
3.3 Proformance Problems and Training
124
What should be considered if there is a genuine skill deficiency?
Whether the person has the potential to change or if replacing the person is the only solution.
125
When is training an appropriate solution to performance problems?
After conducting a thorough needs analysis, identifying performance obstacles, and considering various solutions
126
What is the first step to determine whether training is an appropriate solution?
Conducting a thorough needs analysis.
127
What is the best way to manage performance problems?
By first attempting to solve the problem with quick fixes, then considering reward and punishment contingencies, and then addressing any environmental obstacles before resorting to training.
128
What are some common methods of needs analysis?
Some common methods of needs analysis include observation, questionnaires, key consultation, print media, interviews, group discussion, tests, records and reports, and work samples.
129
What is the advantage of using surveys as a needs analysis method?
Surveys are often used due to their low cost and the ability to collect information from large numbers of respondents.
130
What combination of needs analysis methods provided the most practical, useful, and cost-effective information in a study?
A combination of closed-ended surveys and focus-group interviews provided the most practical, useful, and cost-effective information in a study.
131
What are some benefits of using needs analysis software?
Needs analysis software allows HR staff to develop customized surveys quickly and analyze results by region, unit, and more. It can also be tailored to clients' specific needs.
132
What factors should be considered when selecting a needs analysis method?
Factors to consider when selecting a needs analysis method include the time and money available, the experience of the analyst, and the nature of the responses.
133
What are some sources for conducting a needs analysis?
Some sources for conducting a needs analysis include job incumbents, managers, customers, employees in other departments, and industry, unit, or job comparative standards.
134
Why is it important to use multiple methods and sources for conducting a needs analysis?
Using multiple methods and sources for conducting a needs analysis results in more accurate and complete information. It allows analysts to distinguish between perceived needs, demand needs, and normative needs.
135
Why might surveying only job incumbents about their perceptions of their own abilities not result in the most objective information about performance gaps?
Because employees may have wish lists for training that do not meet the needs of their units or that do not address their own weaknesses.
136
Who else should be surveyed besides job incumbents for a thorough needs analysis?
Managers, customers, and employees in other departments who have frequent interaction with job incumbents should also be surveyed for a more complete perspective.
137
What are the three types of needs that analysts can distinguish between by using multiple methods and sources for conducting a needs analysis?
Perceived needs (what training employees feel they need), demand needs (what managers request), and normative needs (training needed to meet industry, unit, or job comparative standards).
138
What are some obstacles to conducting a thorough needs analysis?
- Trainers may not be rewarded for taking the time and money to conduct a needs analysis.
- Managers may prefer action over analysis and believe they can accurately identify training needs.
- Time can be a constraint, especially if employees need to be trained quickly.
- The cost, time, and effort necessary for a needs analysis may be seen as an unnecessary constraint on resources, staff, and time.
139
What is a rapid needs analysis?
A rapid needs analysis involves gathering available information and using data that already exist. It is a quick and inexpensive alternative to a thorough needs analysis.
140
Why is it important to conduct some level of needs analysis before developing a training program?
Conducting some data collection and analysis, rather than having no information, will almost always result in a better training program. It enables trainers to understand the current performance and identify performance gaps.
