Assess Human Capital Needs.docx

Is it because he or she does not have the necessary

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determine why the employee is not performing. Is it because he or she does not have the necessary tools? Is he or she following an outdated or incorrect process? Does he or she perceive a penalty for performing correctly (such as extra time or effort), or is he or she not penalized for not performing? Is his or her environment not conducive to performing? If the answer to all those questions is "no," then there really is a skill gap that can be addressed by training. Talking to the wrong people about the wrong things: Would you ask the CEO of a major auto manufacturer how to operate assembly-line machinery? Probably not—even if he or she started out "on the line," he or she is now far removed from day-to-day operations. When conducting a task analysis, you need to talk to the people who actually perform the tasks and their direct supervisors.
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Not involving all affected parties: Many performance or skill gaps impact more than just the people who perform the task. For example, a new Web-based customer service system will likely impact manufacturing, marketing, and finance (for returns) in addition to customer service. To make training as effective as possible, get everyone's perspective on how performance impacts them and how it can be improved. Question 2: What is the difference between an individual needs analysis and a performance appraisal? Answer 2: A needs analysis focuses on addressing gaps in skills and knowledge, which affects performance. Performance appraisal measures actual performance against a predetermined set of expectations and sets an action plan to improve current performance. Goals and expectations for future performance are also set. A needs analysis can be part of a performance appraisal. Question 3: What sources of information should you use when conducting needs analysis? Answer 3: The following are starting points when conducting a needs analysis: Employees and their supervisors: The people who do and supervise the tasks are good sources of information on both the current state (how things happen now) and the desired state (how things should happen). By observing and interviewing them, you can also uncover roadblocks to performance such as inadequate tools, rewards, and penalties; and unclear processes. Documentation: Job descriptions, processes, diagrams, corporate policy, and user manuals all provide desired-state information. Beneficiaries : Every activity impacts another activity, employee, or outside customer. Find out how these beneficiaries are being affected by the current state. Experts : Subject matter experts (SMEs), or the people in the department who are recognized as knowing a process inside and out, can give you a perspective on the future state and tips for success. For example, a tenured employee recognized as someone who knows it all often has developed shortcuts or other methods.
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