Training and need analysis By Allah Dad Khan Former DG Agriculture Extension KPK Pakistan

1. TRAINING NEEDTRAINING NEED
ANALYSISANALYSIS
Presented by:Presented by:
Allah Dad KhanAllah Dad Khan

2. A successfulA successful understandingunderstanding of this session willof this session will
enableenable you to:you to:
• Discuss the purpose and advantages of conducting a needs
analysis.
• State the purpose of conducting a strategic/
organizational analysis,and describe the four issues it is
intended to address
• Discuss the steps to conduct a task analysis
• Explain the importance of identifying individual
performance deficiencies and developmental needs in
planning and developing training and HRD programs
• Explain the importance of prioritizing training needs

3. WHY NEEDS ANALYSIS?
Improve effectiveness
Preventing
anticipated
problems
Solving
current
problems
(most beneficial)
Participants
individuals/units
Goal of HRD/training
Needs
assessment
Needs
assessment

4. Assessment
Assess
needs
Prioritize
needs
Develop/
acquire material
EvaluationImplementationDesign
Develop
lesson plan
Select
trainer/ leader
Select methods
& techniques
Schedule the
program/
intervention
Define
objectives
Deliver
the HRD
program/
intervention
Interpret
results
Determine
evaluation
design
Select
evaluation
criteria
Conduct
evaluation
of program
or intervention
TRAINING AND HRD PROCESS MODEL/ISD APPROACH

5. FOUR TYPES OF TRAINING / HRD NEEDSFOUR TYPES OF TRAINING / HRD NEEDS
• Performance
Deficiency
• Democratic
• Diagnostic
• Analytic
• Compliance
Gaps between current and
effective performance
Employee preferences for HRD
programs or topics
Factors/conditions that create and
ensure effective performance
New and better ways to perform
tasks
Mandated by law
Type of Need Description
P
r
o
a
c
t
I
v
e

6. • Organization Where is training needed and in
what conditions will it be
conducted?
• Task What must be done to perform the
job effectively?
• Person Who should be trained? What kind
of training do they need?
LEVELS OF NEED ANALYSISLEVELS OF NEED ANALYSIS
Level What is measured

7. COMPONENTS OFCOMPONENTS OF
STRATEGIC/ORGANIZATIONAL NEEDSSTRATEGIC/ORGANIZATIONAL NEEDS
ANALYSISANALYSIS
• Whole system view /approach
• Organizational goals
• Organizational resources
• Organizational climate
• Environmental constraints

8. The Art of Observing - Fact Vs.The Art of Observing - Fact Vs.
InferenceInference
• 1. What are the major differences between
statements of fact, and statements of
inference?
Statements of facts are limited to description, made
only after observation, and limited in the number
that can be made (there are only so many facts that
can be stated). Statements of inferences go beyond
what was directly observed, can be made at any
time without observation, and are unlimited in
number (it is almost unlimited in the number of
assumptions that can be made) .

9. When Can Statements of Inference Be Used inWhen Can Statements of Inference Be Used in
the Analysis Phase?the Analysis Phase?
• Psychomotor tasks (skills) are normally
observable so you can observe the task being
performed to get the facts.
• Cognitive tasks (knowledge) are not normally
observable, but you can make inferences and then
back your inferences by observing the
performance and ensuring that the end product is
up to standards.

10. Inference-contd.Inference-contd.
• You can also interview the task performer or
other Subject Matter Experts (SME).
Affective tasks (attitudes) are also not
normally observable.
• Role of Schemata/perceptions

11. OPTICAL ILLUSIONS...OPTICAL ILLUSIONS...

12. SCHEMATASCHEMATA
This is the Bunny/Duck
illusion. At first glance,
what do you see? Now
give it some time, but do
not focus on one certain
area, and then ask
Yourself; what do I
really see? Now, look
again. You might be
surprised!!!!!!

13. SCHEMATA : PerceptionSCHEMATA : Perception
This is probably the
most famous illusion of
all time! Almost
everyone has seen
it! What do you see at
your first glance of this
illusion! Do you see an
old lady, or do you see
a young women? They
are both there!!

14. Contd..Contd..
How many ways can
you view this cube? Is
the blue side outside the
box or is it inside? Is it on
the back of the box of is it
on the side? Examine this
cube closely, and let the
light blue side guide you!

15. Contd..Contd..
At first glance, what
do you see--Could it
be the word "liar" or
is it something more.
I would definitely give
this one a second
look!

16. Contd..Contd..
Is this man playing a
sax, or is there
something more
here?

17. Contd..Contd..
I have heard this illusion
called the dancing
elephant and several
other things. I want you
to look at the elephants
feet and legs. How many
are actually there?

18. Job:Job:
• This component should include a trade,
occupation, profession, or position such as
plumber, waiter, doctor, accountant, writer, etc.
Note that some jobs might be the same, although
they might have different titles at different
companies. For example, a warehouse person,
inventory control specialist, and shipper receiver
could all have the same duties at different
companies.

19. Duties:Duties:
• These are acts or course of actions that are
required of one by position. They are generally not
as well defined as tasks. For example, a medical
lab technician will perform duties of blood tests,
while the tasks will be the specific tests they
perform, such as cholesterol or diabetic.
Waitresses will perform duties of serving
customers, while the tasks include taking orders,
serving meals, recommending wines, etc.

20. TasksTasks ::
• This has an identifiable beginning and
end; that is, something should result from
or be produced by the work. It is also a
well-defined responsibility. For example,:
The trainer who "Leads a classroom
discussion" should produce some trained
students.

21. Elements:Elements:
• These are the basic parts of a task and
consists of the essential parts of
performing a task. Some trainers consider
the task performance steps as the
elements. Performance steps are the
step-by-step instructions for performing a
task, for example an order packer

22. SKA/KSAO’s :SKA/KSAO’s :
• These are the Skills, Knowledge, and
Attitudes that allow a person to perform a
task.

23. Improvement…
Begins with…..
I...
Of knowledge & skills
whatever The
training

24. Thank youThank you

25. Questions