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Presented at the end of Chapters 4, 5, 8 and 9 of the Blanchard and Thacker (2013) text, are examples of what would be done in a real situation regarding a small business that requested training. Review the Fabrics Inc. example at the end of Chapter 4. In the Fabrics Inc. example, Blanchard and Thacker (2013) have demonstrated, needs analysis, the first phase in the Training Process Model.

In an 800 to 1,000 word paper (excluding the title and reference pages), discuss the strengths and weaknesses of the approach and what might be done differently using the Fabrics Inc. example. Identify the sources of data used in the analysis. Discuss how closely the approach correspond to the ideal model presented in the Blanchard and Thacker (2013) text. Consider the advantages and disadvantages of the assessment methods used. Then, describe at least two additional methods that could have been used, providing rationale as to why these methods could be used.

Week 2 Lecture

This week you will learn about training needs analysis (TNA). Last week you learned theories of motivation and how to integrate various theories to design effective and engaging training. The ultimate goal of training is to enhance performance and achieve organizational strategic goals. You participated in the self-introduction, discussions about training preferences, learning, and motivational theories. The MHC case study in Chapter 2 of the Blanchard and Thacker (2013) text provided an example of analyzing an organization using systems thinking to gain a holistic view of how training is aligned with its organizational strategic goals.

While you read the required literature for this week, think critically. Why is a needs assessment required prior to training design? How do we identify the gaps between actual performance and expected performance? The training gap identification process is called needs analysis which consists of organizational analysis, operational analysis, and person analysis. There are several needs analysis models. Blanchard and Thacker (2013) have developed a model that provides an overarching framework for understanding the training process from start to finish. This may be a useful framework for you in understanding each of the major steps (needs analysis, design, development and implementation, and evaluation). Even when a chapter does not specifically focus on one of the major training processes, the model shows how a particular chapter fits into the framework. For example, Chapter 4 (Needs Analysis) is the first chapter that focuses on a process in the model. However, Chapters 2 and 3 provide the basis on which training needs are identified and given priority. Chapter 3 (Learning, Motivation, and Performance) is also the foundation for training design as it relates to motivation to learn and factors facilitating the learning process. Notice that the material in Chapter 3 provides a foundation for the material in later chapters. By taking a look at this, you will have a clearer picture of how the material relates to human resource development (HRD) practices.

The Training Process Model

The training process model serves as a problem solving tool. The training process begins with some type of triggering event when a person without authority within the organization recognizes that performance is less than expected. Training is viewed as one of several possible solutions to organizational and individual performance problems. Whether training is the right solution depends on what causes the problem and the cost-benefit ratios of the other alternatives. Blanchard and Thacker (2013) present the five phases of the training process model. The needs analysis phase identifies the problems and identifies the causes. Training becomes the solution when the problem is caused by inadequate knowledge, skills, and attitudes (KSAs). Once training is identified as a solution, the design, development, and implementation phases result in a training program that is attended by the appropriate employees. Finally, the evaluation phase assesses both the training processes and the training outcomes.

Training Needs Analysis Phase

The training process begins with a determination of needs. Once a performance gap is identified, the cause must be determined. If the gap is caused by inadequate knowledge, skills, and attitudes (KSAs), then training can be utilized to satisfy the need. If the gap is caused by something other than inadequate KSAs, then appropriate non-training interventions need to take place. Training needs analysis (TNA) uses information from three sources: the organization, the operational areas, and the individuals. The output of the Analysis Phase consists of identification of the training and non-training needs and their priorities.

Figure 1. Analysis Phase (Blanchard & Thacker, 2013)

There are three levels of needs assessment: organizational analysis, task analysis, and individual analysis. Organizational analysis looks at the effectiveness of the organization and determines where training is needed and under what conditions it will be conducted. Task analysis provides data about a job or a group of jobs and the knowledge, skills, attitudes, and abilities needed to achieve optimum performance. Individual analysis analyzes how well the individual employee is doing the job and determines which employees need training and what kind.

Figure 2. Correcting a Performance Gap (Blanchard & Thacker, 2013)

In short, the purpose of a TNA is to determine the level of KSAs the target population has so you can assess if training is necessary, and if so, what level and type is required. If you are changing your organizational culture or climate, or wish to expose everyone to a particular process or new way of responding to certain issues, then a needs analysis may not be necessary. For example, if you wish to expose everyone to the new sexual harassment policies, safety rules, or to the team approach to quality control, then a needs analysis may not be necessary as you want everyone to be exposed to the new information.

Several unique models were a result of the works of early pioneers in the field. The works of Gilbert, Harless, Mager, and Rummler provided the principles of the foundations for performance analysis.

Read the article, HPT Models: An Overview of the Major Models in the Field (Links to an external site.), by Wilmoth, Prigmore, and Bray (2002).

Case Analysis

At the end of Chapter 4 of the Blanchard and Thacker (2013) text is a case analysis. In the case, Fred had just become a manager at a local hardware store that employs about six managers and 55 non-management employees. Please read the case analysis, and answer the case questions that follow. (This is not an assignment that needs to be submitted.) Once completed check your responses with the answers below.

Blanchard, P. N., & Thacker, J. W. (2013). Effective training: systems, strategies, and practices (5th ed). Upper Saddle River, N.J: Prentice Hall.

Wilmoth, F. S., Prigmore, C., & Bray, M. (2002, September). HPT models: An overview of the major models in the field. Retrieved from http://www.sixboxes.com/_customelements/uploadedRe… 

Training is necessary but it cost! Corporations create budgets annually that include training programs intended to keep up with competitors and ensure the growth of their industry. There are many reasons for training from technological advancement to company mergers. According to Crocket, B. (1993), “We learned a couple of years ago that the most difficult part of a (merger) is generally not the technical side, but the people side and the training issue”. The issue being referred to is cost. In short after a merger, the company Comerica, experienced a delay in the cost saving they anticipated due to difficulty in their ability to ramp up new hired employees on the different systems. Such business strains are the reason for training needs analysis.

According to Blanchard & Thacker (2013), once a problem has been identified the TNA is triggered and the following are the levels of an analysis that are required to gain the input needed prior to creating any material for training.

The organizational analysis provides insight on the organizations strategies to determine how the system structure impacts the employees. Some questions to consider are:

• What is the vision and that has been communicated to leaders, front line and customer base?
• What current systems do they have in place that reinforce their expectations? What is working, and what is not?
• How have the organizational directives changed over the last year or quarter?

The operational analysis is the examination of specific jobs to determine the requirement, in terms of the step-by-step tasks required to be carried out and the KSAs required to get the job done (Blanchard & Thacker, 2013). Some questions to consider are:

• What are the specific key performance indicators to include but not limited to numeric, social, and head count targets?
• Do you have a list of skills and competencies needed to perform the job?

The person analysis allows for an examination of the employees to establish whether they have the competencies and KSAs necessary to do the job. Some questions to consider are:

• What data do you have in reference to individual performance?
• What tools are being used to measure performance and how often? Daily, weekly, monthly, etc.
• What is the percentage of those performing versus those under performing?

References:

Blanchard, P. N., & Thacker, J. W. (2013). Effective training: systems, strategies, and practices (5th ed). Upper Saddle River, N.J: Prentice Hall.

Crockett, B. (1993, Feb 03). Comerica says training slowed its cost-cutting series: 12. American Banker (Pre-1997 Fulltext) Retrieved from https://www-proquest-com.proxy-library.ashford.edu/newspapers/comerica-says-training-slowed-cost-cutting-series/docview/292996729/se-2?accountid=32521