Help the training professional understand the kind of

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help the training professional understand the kind of support that he or she will receive from managers and employees when it comes time to train. Job or task analysis involves identifying the job characteristics, knowledge, skills, and abilities (KSAs) that are required to perform jobs that will deliver the organizational results. What are the
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standards of job performance? Is it possible to do the training in-house, or will it need to be outsourced? Individual or development analysis includes identifying who actually needs training, and their readiness for training. If it is determined that the employee already possesses the necessary KSAs, this could be a performance-related issue as opposed to a training need. Assessment Methods Assessment methods are the way in which needs are assessed. The most common methods for performing TNAs include the following: Observation Focus groups Interviews Questionnaires Documentation (such as technical documentation and records) The method selected should be based on several factors, including the following: Availability of skilled observers and interviewers; this involves observation, focus groups, and interviews. Current materials available; this involves documentation. Time available to schedule and conduct interviews, focus groups, and observations. Ability to analyze the data that are collected. Willingness of people to participate and share knowledge; this involves focus groups, questionnaires, and interviews. Professional organizations make resources available to members, such as questionnaires and interview guides that can be adapted for use in conducting training needs assessments. Differentiating Training Needs from Other Performance-Related Issues There are times when a performance-related issue is not training-related. These issues may include the following: Performance expectations are unclear.
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Training was provided but never applied. The employee does not possess the basic ability to perform the job. There are issues such as motivation, compensation, or job satisfaction. When poor performance is related to a lack of skill and knowledge, training should be encouraged. When other issues are the root of the poor performance, the manager should consult with human resources to determine a plan of corrective action. Reference Stanley, T. L. (2004). What brings long-term success? SuperVision, 65 (10), 8–10. ® Registered Trademark CEC 2013. All Rights Reserved. Training Needs Analysis -Read It Question 1: What are some common mistakes that are made during the needs analysis phase? Answer 1: The following are common mistakes that are made during the needs analysis phase: Reacting too quickly to a stated need: Needs analysis often starts with a line manager's contention that his or her employees need training in a specific skill or do not know how to do something. This is not yet a training need—it is a performance issue. You must first determine why the employee is not performing. Is it because he or she does not have the
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