Human Resource Development 3 Levels of HRD Training KSAOs

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Human Resource Development
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3 Levels of HRD

• Training
• KSAOs for current job
• Education
• Preparation for next job
• months -gt year
• Development
• Prepare for wide variety of jobs
• very long term

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Type of HRD
Differences in Needs Assessment
Differences in Instructional Design
Different Metrics forEvaluation
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Training

• What does it produce?

Performance Indicators
Training

• What are specific performance indicators you can
  look for in your learner population to measure
  their improved task performance after their
  learning?

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When should we provide training?

• New equipment, software
• New tasks (job changed)
• New regulations
• Performance deficiency (gap)

When should we conduct a needs assessment?

• Performance deficiency (gap)

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Required Performance
Actual Performance
Performance Gap
-

• Job study
• Task analysis
• Talk to manager
• Outputs
• Job description

• Time studies
• Performance records
• Sales
• Errors
• Accidents
• Survey
• Interview
• Observation

How can this formula help you in dealing
with training requests?
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Types of Job Performance Records - 1

• Outputs
• output/hour
• items sold
• units produced
• inventory turnover
• shipments
• tasks completed
• work backlog
• money collected
• forms processed
• cases handled
• productivity

• Costs
• sales expense
• unit costs
• costs/account
• cost savings
• budget variances
• program costs
• employee turnover
• grievances
• safety violations

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Types of Job Performance Records - 2

• Time
• overtime
• processing time
• lost days
• repair time
• completion time
• training time
• work stoppages
• order response
• late completions
• equipment downtime
• supervisory time
• schedules met
• break-in for new people
• absenteeism
• excessive breaks
• time saved

• Quality
• error rates
• re-work
• inventory adjustments
• rejects
• scrap
• product defects
• shortages
• accidents
• objectives not met
• waste
• deviation from standard
• product failures
• customer complaints
• employee complaints
• job satisfaction

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Identify Cause(s) of the Problem

• Most employees would do it if they knew it.
• Poor job performance always has a cause. In the
  overwhelming majority of situations, when you
  discover a gap between required performance and
  actual performance, it will be one or more of
  these seven factors of job performance

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Causes of Performance Problems

• Knowledge skill
• Capacity
• Standards
• Measurement
• Feedback
• Conditions
• Incentives motivation

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Solutions for Performance Problems

• Knowledge skill
• provide classroom, self-paced instruction
• provide practice, job aids, coaching
• Capacity
• change personnel
• Standards
• develop/publicize
• Measurement
• develop/revise

• Feedback
• provide, improve use
• Conditions
• reorganize, upgrade, redesign, reduce
  interference
• Incentives
• provide/strengthen positive consequences
• remove/weaken
• negative consequences for good performance
• positive consequences for poor performance

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When is Training the Solution?

• Knowledge skill
• provide classroom, self-paced instruction
• provide practice, job aids, coaching
• Capacity
• change personnel
• Standards
• develop/publicize
• Measurement
• develop/revise

• Feedback
• provide, improve use
• Conditions
• reorganize, upgrade, redesign, reduce
  interference
• Incentives
• provide/strengthen positive consequences
• remove/weaken
• negative consequences for good performance
• positive consequences for poor performance

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Is training the best solution?

• If employees lack the knowledge and skill to
  perform and the other factors are satisfactory,
  training is needed.
• If employees have the knowledge and skill to
  perform but input, output, consequences, or
  feedback are inadequate, training may not be the
  best solution.

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Wrong Reasons for Training

• MAFIA
• HEIDI
• SILI
• SYC
• BOC
• RATS

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Wrong Reasons for Training

• MAFIA
• Management asked for it again
• HEIDI
• Hey everybody else is doing it
• SILI
• Spend it or lose it
• SYC
• Show you care
• Save your can
• BOC
• Butts on chairs, rumps in the room
• RATS
• Random acts of training

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When you go to ER, what do you want the doctor to
do?

• Ask questions
• Run tests
• Analyze data
• Diagnosis
• Prescribe treatment

You have to know the disease to get the right
cure.
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Needs Assessment
Organization
Task
Person
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The Needs Assessment Process
Outcomes
Reasons or Pressure Points

• What Trainees Need to Learn
• Who Receives Training
• Type of Training
• Frequency of Training
• Buy Versus Build Training Decision
• Training Versus Other HR Options Such as
  Selection or Job Redesign

What is the Context?

• Legislation
• Lack of Basic Skills
• Poor Performance
• New Technology
• Customer Requests
• New Products
• Higher Performance Standards
• New Jobs

Organization Analysis
In What Do They Need Training?
Task Analysis
Person Analysis
Who Needs the Training?
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Needs Assessment Techniques
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Advantages and Disadvantages of Needs Assessment
Techniques (1 of 3)
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Advantages and Disadvantages of Needs Assessment
Techniques (2 of 3)
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Advantages and Disadvantages of Needs Assessment
Techniques (3 of 3)
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Use more than two methods for collecting
information to increase the validity of the
analysis
Use multiple sources of information to increase
the validity of the analysis
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Key Concerns of Upper- Midlevel Managers
Trainers in Needs Assessment
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The Needs Analysis Process
Person Analysis

• Person Characteristics
• Input
• Output
• Consequences
• Feedback

• Organizational Analysis
• Strategic Direction
• Support of Managers Peers for Training
• Training Resources

Do We Want To Devote Time and Money For Training?

• Task Analysis or Develop a Competency Model
• Work Activity (Task)
• KSAs
• Working Conditions

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Organizational Needs Assessment

• Companys Strategic Direction
• Support of Managers Peers
• Resources
• budget
• time
• training

Organization
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Questions to Ask in an Organizational
AnalysisTable 3.3, p. 81

• How might the training content affect our
  employees relationship with our customers?
• What might suppliers, customers, or partners need
  to know about the training program?
• How does this program align with the strategic
  needs of the business?
• Should organizational resources be devoted to
  this program?
• What do we need from managers and peers for this
  training to succeed?
• What features of the work environment might
  interfere with training?
• Do we have experts who can help us develop the
  program content and ensure that we understand the
  needs of the business as we develop the program?
• Will employees perceive the training program as
  an opportunity? reward? punishment? waste of time?

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Person Needs Assessment

• Determine source of performance deficiency
• Identify who needs training
• Determine readiness

Person
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When is Training the Best Solution?

• Cost of Deficiency
• Performance
• Knowledge/Behavior
• Expectations, Obstacles
• Rewards
• Feedback
• Alternatives
• Strategy

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Task Needs Assessment

• Job Analysis
• Job Description
• TDRs
• Job Specifications
• KSAOs

Task
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Steps in a Task Analysis

• Select the job(s) to be analyzed.
• Develop a preliminary list of tasks performed by
  the job.
• Validate or confirm the preliminary list of
  tasks.
• Identify the knowledge, skills, or abilities
  necessary to successfully perform each task.

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Key Points to Remember When Conducing a Task
AnalysisTable 3.7, p. 95

• Task analysis should identify both what employees
  are actually doing and what they should be doing
  on the job
• Task analysis begins by breaking the job into
  duties and tasks
• Use more than two methods for collecting task
  information to increase the validity of the
  analysis
• For task analysis to be useful, information needs
  to be collected from subject matter experts
  (SMEs) job incumbents, managers, employees
  familiar with the job
• In deciding how to evaluate tasks, the focus
  should be on tasks necessary to accomplish the
  companys goals and objectives
• These may not be the tasks that are the most
  difficult or take the most time

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Speedy needs assessment How to do a needs
assessment when you think you dont have time

• Articles from Training Development Training
  with practical suggestions regarding needs
  assessment

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Speedy needs assessment8 Basic Questions

• 1 What are the OPERATING problems?
• 2 Are the operating problems caused or
  contributed to by HUMAN BEHAVIOR?
• 3 Could the employees perform correctly if they
  had to
• Have they done so lately?

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8 Basic Questions cond

• 4 Is the desired performance now BEING DEMANDED
  by employees manager?
• 5 What evidence shows that present PERFORMANCE
  is a PROBLEM?
• 6 What OTHER ISSUES might be contributing to
  this operating problem?

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8 Basic Questions cond

• 7 Based on this analysis, IS TRAINING NEEDED?
• 8 If training is needed, WILL MANAGERS COMMIT
  THEMSELVES TO ACTIVE INVOLVEMENT in the training
  process