Assess Human Capital Needs.docx

Question 1 as you begin the job analysis which of the

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Question 1. As you begin the job analysis, which of the following kinds of information will be helpful to collect for this positon? The answer to question 1 is information about specific work tasks performed, communication and behavioral standards, education and training needed, and experience and background required to do the job. Question 2. What are some good methods to gather information about the specific skills, responsibilities, and expertise required by the position? The answer to question 2 is a Questionnaire could be the basis of interview questions or a draft of the job description. Commonalities and differences in ideas may be discovered quickly using such a tool. + An observation can occur if someone is currently performing some or all of the tasks that will be performed by the employee in the new position. If no elements of the position exist, this cannot be done. The HR representative can interview a current employee in a similar position to describe the position’s responsibilities. Supervisors can be interviewed as well. A written log or recording can ensure that duties and functions are not overlooked. If there are several people performing different parts of the job, each can record their actions and duties. The information can be integrated to create the new job description. A combination of any or all of the above methods can be used as needed.
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® Registered Trademark CEC 2013. All Rights Reserved. Training Needs Analysis -Read It Introduction Over 200 billion dollars is spent every year on employee training and development (Stanley, 2004). How do organizations ensure that training actually meets their needs? It starts with a needs assessment. One of the key outcomes of a needs assessment is the determination of whether training or corrective action is a better solution. Training Needs Assessment A training needs assessment (TNA; also known as training needs analysis ) is the first step in the process of making the determination of whether training is needed and, if needed, what specific training is required. There are typically three steps to this process, as follows: 1. Organizational analysis 2. Task or job analysis (sometimes called operational analysis ) 3. Individual employee training and/or development analysis (also known as person analysis ) Organizational analysis involves an exploration of the strategic and operational goals and objectives of the organization as well as the attitude of the employees toward training and development. Understanding the strategic direction of the organization is important because of the need to clearly link training and development to organizational outcomes. Determining how the organization views training and development is another aspect of the organizational analysis. Is there an attitude that training is used as a form of reward or recognition? Is training forecasted annually, or is it forced out of a departmental operating budget? Understanding these issues can
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