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TNA APPROACHERS
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NEEDS ASSESSMENT APPROACHES
Strategic Needs Assessment
Competency Based Assessment
Job and Task Analysis
TNA
Purpose: Examine existing performance problems or
address new and future performance needs. Develop long term performance improvement
plan
When to Use: Link performance improvement needs to business
strategy Identify performance improvement opportunities
at organizational, process and job level.
Strategic Needs Assessment
Strategic Needs Assessment
Advantages Develop long term solutions to existing
performance problem Solve problems that affect core business Eliminate non-value-added activities
Disadvantages Time consuming Costly
Strategic Needs Assessment
Key Tools: Interview Focus group Survey or questionnaire Observation Process map
Output: Performance improvement plan
Competency-Based Assessment
Purpose: Identify knowledge, skills, and attitudes for superior
job performance Build success profile for job function
When to use: Identify competencies for managerial, supervisory, or
professional job Measure proficiency levels Develop standardize training Develop performance management systems
Competency-Based Assessment
Advantages: Determine qualities that distinguish average from superior
performance Provide information about current and future predictors of
job performance Provide accurate and reliable data
Disadvantages: Time consuming High involvement Costly Requires good project management system
Competency-Based Assessment
Key tools: Interview Focus group Survey
Outputs Competency dictionary Competency model
Job and Task Analysis
Purpose: Determine responsibilities and tasks necessary to
perform a job
When to use: Develop new job descriptions or revise existing
position profiles Identify task listings for new job function (KSA and
standard) Develop consistent training requirements
Job and Task Analysis
Advantages: Stimulate interest because people have opportunity to
define jobs Define skill requirements for entry level vs senior position Identify additional KSA to move across or upward Provide accurate and reliable data
Disadvantages: Exclude external factors that may affect performance Time consuming Costly
Job and Task Analysis
Key Tools: Interview Questionnaire Focus group Observation
Outputs: Position profile Job training plan
Training Needs Assessment
Purpose: Identify KSA to perform a job
When to use: Implement new technology Identify training needs Develop training plan
Advantages: Training is linked to learner’s needs Easy to implement
Training Needs Assessment
Disadvantages: Lack of strategic needs, competency needs,
details of job and task analysis.
Key tools: Interview; focus group; survey and observation
Outputs: Needs assessment report Training plan
Activity
Summary
Four main approaches for TNA: Strategic, competency-based, job and task
analysis, and TNA Each approach caters different need
FOCUS GROUPFocus group is a type of SME interview that involves a face-to-face meeting with groups of SMEs in which the questions that are asked relate to specific training needs. Focus group consist of 6-12 members that share similar background. Facilitator leads the discussion and one of members take the minutes. An effective focus group could run for 2 hours.
Focus Group
Teknik kumpulan dinamik pula boleh digunakan untuk meransang perbincangan mengenai sesuatu tajuk yang ditetapkan. Fasilitator harus memastikan perbincangan terkawal dan tidak terkeluar daripada tajuk asal. Tajuk perbincangan boleh meliputi masalah prestasi, keperluan latihan, sistem kerja dsb-nya. Dengan berkembangnya teknologi maklumat dan penggunaan komputer, internet, intranet dsb-nya, perbincangan kumpulan focus boleh dijalankan menggunakan bantuan teknolgi ini. Jika dipimpin dengan baik, teknik ini berkesan untuk mendapatkan maklumat yang mendalam mengenai topik yang dibincangkan. Masa perbincangan boleh dikawal supaya tidak terlalu lama. Penglibatan ahli kumpulan boleh meningkatkan sokongan terhadap cadangan, langkah pembaikan dan latihan yang akan diperkenalkan.
