Lesson 6: The Needs Analysis Process

Question 1

What is the ISD model of training and development?

Answer 1

A rational and scientific process consisting of three major steps: needs analysis, design and delivery, and evaluation.

Question 2

What is a needs analysis?

Answer 2

A process to determine the difference or gap between the way things are and the way things should be.

Question 3

What is the purpose of a needs analysis?

Answer 3

To determine the nature of the problem and whether training is the best solution.

Question 4

What are the potential outcomes of a needs analysis?

Answer 4

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

Question 5

What are the potential benefits of using the ISD model?

Answer 5

Improved performance and productivity

Better alignment of training with organizational goals

More effective use of resources

Question 6

What is the definition of a need?

Answer 6

A gap between the way things are (current results) versus the way they should be (desired results).

Question 7

How can performance gaps be identified?

Answer 7

By soliciting information from those who are affected by the performance problem.

Question 8

Who does a needs analyst gather information from?

Answer 8

Key people in an organization about the organization, jobs, and employees.

Question 9

What is the purpose of gathering information in needs analysis?

Answer 9

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.

Question 10

What is the formula for needs?

Answer 10

Needs = Required results – Current results.

Question 11

What is the goal of needs analysis?

Answer 11

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.

Question 12

What are some factors that could result in performance gaps?

Answer 12

Many factors, such as knowledge, skills, attitudes, resources, job design, and management practices.

Question 13

What are some potential solutions to performance gaps?

Answer 13

Training, as well as other interventions such as coaching, job aids, process improvements, and technology.

Question 14

How can a thorough needs analysis help an organization?

Answer 14

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.

Question 15

What is the first step of the needs analysis process?

Answer 15

Identifying an “itch” or a problem.

Question 16

What happens if the performance problem is important?

Answer 16

Stakeholders are consulted and a needs analysis is conducted.

Question 17

What are the three levels of needs analysis?

Answer 17

Organizational analysis, task analysis, and person analysis.

Question 18

What is organizational analysis?

Answer 18

An analysis of the organization’s goals, strategies, culture, and resources to determine the extent to which they support or hinder performance

Question 19

What is task analysis?

Answer 19

An analysis of the specific tasks or activities that employees perform to identify the knowledge, skills, and abilities required for successful job performance.

Question 20

What is person analysis?

Answer 20

An analysis of the individual employees to determine their current level of performance and any factors that may be contributing to performance problems.

Question 21

What are some outcomes of the needs analysis process?

Answer 21

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

Question 22

Figure 3.1: The Needs Analysis Process

Answer 22

Question 23

What is step one of the needs analysis process?

Answer 23

A concern, which is something that causes managers to notice a problem or a pressure point.

Question 24

What are some examples of concerns that might initiate the needs analysis process?

Answer 24

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

Question 25

What is an example of a concern that led to training at TD Bank?

Answer 25

The growing number of robberies and safety concerns for employees and customers.

Question 26

What is an example of a concern that led to training at the Roy McMurtry youth jail in Brampton?

Answer 26

A series of violent attacks on guards, which prompted a labour ministry inspector to order self-defence training and protective equipment.

Question 27

What is an example of a concern that led to training at Boston Pizza?

Answer 27

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.

Question 28

What is step two of the needs analysis process?

Answer 28

Determining whether the concern is central to the effectiveness of the organization.

Question 29

What should the training manager be aware of during step two?

Answer 29

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.

Question 30

What is another important concern during step two?

Answer 30

The cost implications of the problem, including lost productivity or dissatisfied customers.

Question 31

What is step three of the needs analysis process?

Answer 31

Involving the stakeholders who have a vested interest in the process and outcomes.

Question 32

Why is support from key players in the organization necessary from the beginning of the needs analysis process?

Answer 32

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.

Question 33

Who should be consulted and included in the needs analysis process?

Answer 33

Other stakeholders, such as employees or their collective representatives.

Question 34

Why is it important for all stakeholders to have input and buy-in to the needs analysis process?

Answer 34

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.

Question 35

What is step four of the needs analysis process?

Answer 35

Data collection, which involves the documentation of the concern through the collection of information from three levels of analysis.

Question 36

What are the three levels of needs analysis?

Answer 36

Organizational, task, and person or employee.

Question 37

What is the purpose of organizational analysis?

Answer 37

To provide information about the organization’s strategies and context and answer the question: Where is training needed in the organization?

Question 38

What is the purpose of task analysis?

Answer 38

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?

Question 39

What is the purpose of person analysis?

Answer 39

To provide information about an employee’s level of performance and answer the question: Who needs to be trained?

Question 40

What are the outcomes of the needs analysis process?

Answer 40

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

Question 41

What is the importance of the needs analysis process?

Answer 41

It helps to determine the best solution to performance problems and how to proceed if training is part of the solution.

Question 42

What is organizational analysis?

Answer 42

The study of the entire organization: its strategy, environment, resources, and context.

Question 43

What information does organizational analysis provide?

Answer 43

Information for the identification of training needs.

Information on the probability of the success of a training program.

Question 44

What is key to an organizational analysis?

Answer 44

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.

Question 45

What is the importance of an organizational analysis?

Answer 45

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.

Question 46

What are the components of an organizational analysis?

Answer 46

Strategy, environment, resources, and context.

Question 47

What is strategic alignment?

Answer 47

The alignment of an organization’s training needs and programs with its strategy and objectives.

Question 48

What is an organization’s strategy?

Answer 48

The organization’s mission, goals, and objectives that reflect its plan for growth, adaptation, profitability, and survival.

Question 49

How has the role of human resources changed in relation to an organization’s strategy?

Answer 49

Human resources, including training and development, are now seen as essential to an organization’s strategy and the accomplishment of its objectives.

Question 50

What is strategic human resource management (SHRM)?

Answer 50

The alignment of human resource practices with an organization’s business strategy.

Question 51

What is strategic training and development (ST&D)?

Answer 51

The alignment of an organization’s training needs and programs with its strategy and objectives.

Question 52

What is one of the organizational benefits of training and development?

Answer 52

Facilitating and supporting an organization’s strategy.

Question 53

What should an organization’s strategy indicate?

Answer 53

The type and amount of training and development required.

Question 54

What is the impact of training that is not linked to an organization’s strategy?

Answer 54

It can lower the company’s market value and negatively impact shareholder value.

Question 55

What is the external environment and how does it affect training and development?

Answer 55

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.

Question 56

What are some examples of mandated training programs?

Answer 56

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.

Question 57

How does the external environment impact the design and delivery of training programs?

Answer 57

Training programs need to be adaptable and responsive to changes in the environment to remain effective and relevant.

Question 58

What are some factors that can result in the need for training programs in organizations?

Answer 58

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.

Question 59

What are some examples of mandated training related to compliance with laws and regulations?

Answer 59

Examples of mandated training related to compliance with laws and regulations include workplace health and safety training, accessibility training, and privacy training.

Question 60

What is a resource analysis in the context of organizational analysis?

Answer 60

A resource analysis involves identifying the resources available in the organization that might be required to design and implement training and development programs.

Question 61

Why is a resource analysis important in an organizational analysis?

Answer 61

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.

Question 62

What are some resources required for a training and development program?

Answer 62

Resources required for a training and development program include financial resources, time, expertise, materials, equipment, and facilities.

Question 63

What are some challenges an organization might face in designing and delivering a training program?

Answer 63

Challenges an organization might face include lack of expertise, lack of time, and the expense of materials, equipment, and facilities required for the program.

Question 64

What is organizational climate?

Answer 64

Organizational climate refers to the collective attitudes of employees toward work, supervision, and company goals, policies, and procedures.

Question 65

What is training transfer climate?

Answer 65

Training transfer climate refers to characteristics in the work environment that can either facilitate or inhibit the application of training on the job.

Question 66

What are some characteristics of a strong training transfer climate?

Answer 66

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.

Question 67

What is a learning culture?

Answer 67

A learning culture refers to the attitudes and practices within the organization regarding the importance placed on organizational learning and employee development.

Question 68

What is a continuous learning culture?

Answer 68

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.

Question 69

Why is information about an organization’s training transfer climate and continuous learning culture important?

Answer 69

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.

Question 70

Why is a task analysis important in determining training needs?

Answer 70

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.

Question 71

Why is a person analysis important in determining training needs?

Answer 71

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.

Question 72

What are the six steps involved in a task analysis?

Answer 72

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.

Question 73

What is the first step in conducting a task analysis?

Answer 73

The first step is to identify the target jobs that need to be analyzed, typically after a performance problem or discrepancy has been identified.

Question 74

What is a job description?

Answer 74

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.

Question 75

What does KSA stand for?

Answer 75

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.

Question 76

What is a competency?

Answer 76

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.

Question 77

What is the downside of creating job descriptions?

Answer 77

Critics argue that jobs change so rapidly that job descriptions are quickly out of date.

Question 78

What are job competencies?

Answer 78

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.

Question 79

What is the purpose of reviewing job descriptions with subject matter experts, managers, and job incumbents?

Answer 79

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.

Question 80

What is the purpose of developing rating scales in a task analysis?

Answer 80

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.

Question 81

What is the purpose of surveying a sample of job incumbents in task analysis?

Answer 81

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.

Question 82

What is the purpose of analyzing and interpreting task analysis information?

Answer 82

To identify the most important, difficult, and frequently performed tasks and potential differences between employee groups.

Question 83

What statistical analyses are typically used in task analysis?

Answer 83

Elementary statistical analyses to identify important tasks, as well as more complex analyses using statistical software packages.

Question 84

What is the purpose of providing feedback on the results of a task analysis?

Answer 84

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.

Question 85

What is the result of a task analysis?

Answer 85

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.

Question 86

What are the limitations of a task analysis?

Answer 86

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.

Question 87

What is cognitive task analysis?

Answer 87

Cognitive task analysis is an approach to task analysis that focuses on mental processes involved in completing tasks.

Question 88

What is team task analysis?

Answer 88

Team task analysis is an approach to task analysis that focuses on how teams work together to complete tasks.

Question 89

What is a cognitive task analysis (CTA)?

Answer 89

A set of procedures that focuses on understanding the mental and cognitive processes and skills required for performing a job.

Question 90

How does a CTA differ from traditional task analysis?

Answer 90

A traditional task analysis focuses on observable behaviors, while a CTA focuses on the mental and cognitive aspects of a job.

Question 91

In what types of jobs is CTA especially useful?

Answer 91

Jobs that require an extensive knowledge base, involve complex judgments in dynamic and uncertain environments, and have high-stakes outcomes.

Question 92

In what types of jobs is CTA especially useful?

Answer 92

Jobs that require an extensive knowledge base, involve complex judgments in dynamic and uncertain environments, and have high-stakes outcomes.

Question 93

What can a CTA identify in job performance that a traditional task analysis may miss?

Answer 93

Important cognitive elements such as decisions, cues, judgments, and perceptions that are important for effective job performance.

Question 94

What is a team task analysis?

Answer 94

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.

Question 95

What are some differences between a traditional task analysis and a team task analysis?

Answer 95

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.

Question 96

What should a team task analysis focus on?

Answer 96

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.

Question 97

What methods can be used to conduct a team task analysis

Answer 97

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.

Question 98

What is person analysis?

Answer 98

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.

Question 99

What is the first step in a person analysis?

Answer 99

The first step in a person analysis is to establish standards for performance to determine the acceptable level of task performance.

Question 100

How is the gap between desired and actual performance determined in a person analysis?

Answer 100

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.

Question 101

What is the purpose of identifying obstacles to effective performance in a person analysis?

Answer 101

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.

Question 102

What is the importance of measuring personal and individual factors in a person analysis?

Answer 102

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.

Question 103

3.2 Barriers to Effective proformance.

Answer 103

Question 104

What is the first step in the flowchart? (3.2 Analyzing proformance problems)

Answer 104

Describe the problem and decide whether it is worth pursuing.

Question 105

What should a manager do when there is a performance problem?

Answer 105

Describe the problem and decide whether it is worth pursuing.

Question 106

What are some basic solutions for performance problems?

Answer 106

Clarify expectations and standards, set goals, provide necessary resources, and/or provide performance feedback.

Question 107

What questions should be asked when additional analysis is needed for performance problems?

Answer 107

Questions about the environment and reward and punishment contingencies.

Question 108

What are some examples of undesired rewards for good performance?

Answer 108

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

Question 109

Why is it important to ensure that undesirable behavior is not rewarded?

Answer 109

If employees are rewarded for producing lots of defective units, they will continue to produce as many as they can regardless of quality.

Question 110

What is contingency management?

Answer 110

Contingency management is a reward and punishment program that encourages good performance and discourages poor performance.

Question 111

Why is it important to reward desirable behavior?

Answer 111

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.

Question 112

What is the relationship between conditioning theory and contingency management?

Answer 112

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.

Question 113

How can managers develop effective contingency management programs?

Answer 113

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.

Question 114

3.2 Proformance Analysis Flowchart

Answer 114

Question 115

What might managers realize when analyzing rewards and punishments?

Answer 115

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.

Question 116

Why is the determination of what constitutes effective performance and the management of reinforcement for achieving it a powerful instrument of change?

Answer 116

It is a more powerful instrument of change than a training program.

Question 117

What should be considered if contingency management does not solve a performance problem?

Answer 117

The possibility of a genuine skill deficiency should be considered.

Question 118

What critical question should be asked to determine if an employee needs training?

Answer 118

Could the employee perform the task if his or her life depended on it?

Question 119

What should be considered before training an employee who knows how to perform a task?

Answer 119

Practice and feedback.

Question 120

What should be done if the environment is the cause of poor performance?

Answer 120

Environmental obstacles should be removed and replaced with a more supportive environment.

Question 121

What are some environmental obstacles to effective performance?

Answer 121

A lack of authority, inadequate tools or technology, conflicting responsibilities, and work overload, among others.

Question 122

The Training Solution Checklist

Answer 122

• 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?

Question 123

3.3 Proformance Problems and Training

Answer 123

Question 124

What should be considered if there is a genuine skill deficiency?

Answer 124

Whether the person has the potential to change or if replacing the person is the only solution.

Question 125

When is training an appropriate solution to performance problems?

Answer 125

After conducting a thorough needs analysis, identifying performance obstacles, and considering various solutions

Question 126

What is the first step to determine whether training is an appropriate solution?

Answer 126

Conducting a thorough needs analysis.

Question 127

What is the best way to manage performance problems?

Answer 127

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.

Question 128

What are some common methods of needs analysis?

Answer 128

Some common methods of needs analysis include observation, questionnaires, key consultation, print media, interviews, group discussion, tests, records and reports, and work samples.

Question 129

What is the advantage of using surveys as a needs analysis method?

Answer 129

Surveys are often used due to their low cost and the ability to collect information from large numbers of respondents.

Question 130

What combination of needs analysis methods provided the most practical, useful, and cost-effective information in a study?

Answer 130

A combination of closed-ended surveys and focus-group interviews provided the most practical, useful, and cost-effective information in a study.

Question 131

What are some benefits of using needs analysis software?

Answer 131

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.

Question 132

What factors should be considered when selecting a needs analysis method?

Answer 132

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.

Question 133

What are some sources for conducting a needs analysis?

Answer 133

Some sources for conducting a needs analysis include job incumbents, managers, customers, employees in other departments, and industry, unit, or job comparative standards.

Question 134

Why is it important to use multiple methods and sources for conducting a needs analysis?

Answer 134

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.

Question 135

Why might surveying only job incumbents about their perceptions of their own abilities not result in the most objective information about performance gaps?

Answer 135

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.

Question 136

Who else should be surveyed besides job incumbents for a thorough needs analysis?

Answer 136

Managers, customers, and employees in other departments who have frequent interaction with job incumbents should also be surveyed for a more complete perspective.

Question 137

What are the three types of needs that analysts can distinguish between by using multiple methods and sources for conducting a needs analysis?

Answer 137

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).

Question 138

What are some obstacles to conducting a thorough needs analysis?

Answer 138

• 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.

Question 139

What is a rapid needs analysis?

Answer 139

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.

Question 140

Why is it important to conduct some level of needs analysis before developing a training program?

Answer 140

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.