INTRODUCTIONTOHRD

HUMANRESOURCEDEVELOPMENT
HRDisconcernedprimarilywithhelpingemployeesdevelop
through training, feedback & counseling by their senior
officers & other development efforts. It consists of the
followingsubsystems

1. Training:

Training should be based on assessment of the needs of

differentgroups&individuals.
Training needs may flow from performance needs as well
asperformancemanagement/appraisalsystems
Both internal & external resources should be used &
enough attention should be paid to the preparation of
trainingmaterial,packages&modules
Continuousevaluationoftrainingisalsonecessary
2.OrganizationDevelopment:
OD is now playing an increasing important role in helping
the
diagnosis of problems of HR in the company, in taking
steps for team building at various levels, in improving
general morale and motivation of people & in developing
healthyvalues&tryingoutvariouswaysofsolvingproblems

3.PerformanceFeedback&Counseling:
Performance & potentialappraisals arelikelytoremaina
ritual if a climate for & skills for providing critical &
supportive feedback to the employees by the boss is not
properlydeveloped
Differencesinselfassessment&assessmentbytheboss
can be discussed & a program for further growth of the
employeescanbejointlyworkedout
4.SystemDevelopment&Research:
Various systems for HRS need to be continuously
designed,testedandreviewed
Data needs to be collected & analyzed to develop
interventions

5.360feedback:
MultisourceFeedbackfordevelopmenthasbecomeauseful
tool
Leadership competencies have been developed in many
corporationssuccessfullyusing360feedback
360isaverypopulartool.
 A set of systematic & planned activities, designed by an
organizationtoprovideitsmemberswiththeopportunities
to learn necessary skills to meet current & future job
demands

LearningisatthecoreofallHRDefforts

HRD activities should begin when employees join

organization & continue throughout his / her career,
regardless of whether that employees is an executive or
worker

HRD programs must respond to job changes & integrate

longtermplans&strategiesoftheorganizationtoensure
efficient&effectiveusofresources
EVOLUTIONOFHRD
Throughtheterm,HRSisusedcommonlyonlysince1980s,
theconceptisquiteancient

EarlyApprenticeshipTrainingProgram:
The origins of HRS can be traces since 18 th century by apprenticeship
training.
In this era, small shops operated by skilled artisans produced virtually
allhouseholdgoods,suchasfurniture,clothing&shoes
To meet a growing demand for their products craft shop owners had to
employadditionalworkers
Withoutvocationaltrainingortechnicalschools,theshopkeepershadto
educate&traintheirownworkers
Forlittleornowages,thesetraineesorapprentices,learnedthecraftof
theirmaster,usuallyworkingintheshop
Apprentices who mastered skills were considered yeomen, & could
leavetheirmasters&establishtheirownshops
 EarlyVocationalEducationPrograms:

Witt Clinton, in 1809, founded the first recognized privately funded

De
vocationalschool,referredasmanualschool,inNewYork
The purpose was to provide occupational training to unskilled young
peoplewhowereunemployedorhadcriminalrecords
Manualschoolsgrewinpopularity,particularlyintheMidwesternstatus

EarlyFactorySchools:

Withtheadventoftheindustrialrevolutionduringlate1800s,machines
begantoreplacethehandtoolsoftheartisans.
Scientific management principles recognized the significant role of
machinesinbetter&moreefficientproductionsystems
Specifically semi skilled workers using machines could produce more
thantheskilledworkersinsmallcraftshops
Thismarkedthebeginningoffactories
Factoriesmadeitpossibletoincreaseproductionbyusingmachines
 EarlyTrainingProgramsforSemiskilled&
UnskilledWorkers:
apprenticeshipprograms &factoryschoolsprovidedtrainingfor
Both
skilled workers, very few companies during this time offered training
programsforunskilledworkers
Thischangedafter2significanthistoricalevents.
1st was the introduction of model T by Henry Ford in 1913. Model T
wasthe 1st car to bemass produced usingan assemblyline, inwhich
production required only the training of semiskilled workers to
performseveraltasks
The new assembly lines cut production costs significantly & Ford
lowered its prices, making the model T affordable to a much larger
segment
With increasing demand for Model T, ford had to design more
assemblylines,&thisprovidedmoretrainingopportunities
The2ndhistoricaleventwastooutbreakofWorldWar1.tomeetthe
huge demand for military equipments, many factories that produced
nonmilitary goods had to retool their machinery & retain their
workers,includingthesemiskilled.
 TheHumanRelationsMovement:

One of the undesirable byproducts of the factory system was the

frequent abuse of unskilled workers, including children, who were often

subjectedtounhealthyworkingconditions,longhoursandlowpay.
Theappalling/awfulconditionsurgeanationalantifactorycampaign
LedbyMaryParkerFollett&LillianGilbreth,thecampaigngaveriseto
the human relations movement advocating more humane working
conditions
The human relations movement provided a more complex & realistic
understandingofworkers
TheHRmovementhighlightedtheimportanceofhumanbehavioronthe
job
 TheEstablishmentofTrainingProfession:

WiththeoutbreakofWorldWarII,theindustrialsectorwasonceagain

askedtoretoolitsfactoriestosupportthewasefforts
With the World War I, the initiative led to the establishment of new
trainingprogram,withlargerorganizations&unions
The federal government established Training with Industry (TWI)
services to coordinate training programs across defense related
industries
Bytheendofthewar,TWIhadtrainedover23,000instructorsawarding
over2millioncertificatedtosupervisors,unions,services
Many defense related companies established their own training
departmentswithinstructorstrainedbyTWI
In 1942, the American Society for Training Directors (ASTD) was
established&formedsomestandardswithinthisemergingprofession
 EmergenceofHRD:

During 1960s & 70s, professional trainers realized that their role

extendedbeyondtheclassroomtraining
Themovetowardsemployeeinvolvementinmanyorganizationsrequired
trainerstocoach&counselemployees
T & D therefore expanded to include interpersonal skills such as
coaching,groupprocessfacilitation&problemsolving
ThisadditionalemphasisonemployeedevelopmentinspiredtheASTDto
renameitselfastheAmericanSocietyforTraininganddevelopment.
1980ssawgreaterchangesaffectingthet&D
At ASTD national conferences, in late 70s early 80s, discussions
centeredonrapidlyexpandingprofession
Influentialbookshelpedtoclarify&defineHRD
Since 90s efforts are made to strengthen the strategic role of HRD, i.e.
howHRDlinksto&supportsthegoals&objectivesoforganization
HRD&HRM

In some organization training is a stand alone functionor

department
HoweverinmostorganizationsTrainingorHRDisapartof
largerHRMdepartment

PrimaryFunctionsofHRM
HR Planning predicting changes in management
strategies&futureHRNeeds
EqualEmployment&Opportunitiestosatisfyboththe
legal&moralresponsibilitiesoftheorganizationthroughthe
preventionofdiscriminatorypolicies,procedures&practices
Staffingactivitiesdesignedforthetimelyidentificationof
potentialapplicantsforcurrent&futureopenings
 Compensation&Benefitsresponsibilityforestablishing&
maintaininganequitableinternalwagestructure,acompetitive
benefit package, incentives tied to individuals, team or org.

performance

Employee Relations developing a communication system

whereemployeescanaddresstheirproblems&grievances.Else
itleadstolaborunion,contractnegotiation&administration

Health,Safety&Securityactivitiesseektopromoteasafe
&healthyworkenvironment.Thiscanincludeactionssuchas
safety training employees assistance programs, & health &
wellnessprograms.

HRD activities intended to ensure organizational members

have the skills or competencies to meet current & future job
demands.
SecondaryFunctions:

Organizational / Job Design concerned with
interdepartmental relations & organizational & definition
ofjobs

PMSUsedforestablishing&maintainingaccountability
throughouttheorganizations

Research & Information System Necessary to make

enlightenedHRDecisions
 HRDFunctions:

Training and Development focus on changing or improving the

knowledge,skillsandattitudesofindividuals

Traininginvolvesprovidingemployeestheknowledgeandskillsneededfor
particulartasks/jobthroughattitudechange

Development activities have a longer term focus on preparing for future

work responsibilities, while also increasing the capacities of
employeestoperformtheircurrentjobs

T & D begins as an employee enters the organization in the form of

employeeorientation&skillstraining

Employee orientation is the process by which new employees learn

importantorganisationvalues,norms,workingrelationships,etc

SkillsandTechnicaltrainingthennarrowinscopetoteachtheemployeea
particularskillorareaofknowledge
 Once through with this, HRD activities focuses more on
developmentactivitiesspecificallycoaching&counseling.

Coaching is the process, where individuals are encouraged to
acceptresponsibilitiesfortheiractions,toaddressanyworkrelated
problems,andtoachieve&sustainsuperiorlevelsofperformance
Coachinginvolvestreatingemployeesaspartnersinachievingboth
personalandorganizationalgoals
Counseling techniques are used to help employees deal with
personalproblemsthatmayinterferewiththeachievementofthese
goals.
Counseling programs may address such issues as substance
abuse, stress management, smoking cessation, or fitness, nutrition
andweightcontrol
HRD professionals are also responsible for coordinating
management training and development programs to ensure
that managers and supervisors have the knowledge and skills
necessarytobeeffectiveintheirpositions.
 OrganisationDevelopment
ODisdefinedastheprocessofenhancingtheeffectivenessofan
organisation and the well being of its members through planned

interventionsthatapplybehavioralscienceconcepts.
ODemphasizesbothmacroandmicroorganizationalchanges:
macrochangesareintendedtoultimatelyimprovetheeffectiveness
of the organisation, whereas micro changes are directed at
individual,smallgroupsandteams.
Eg. Many organisations have introduced employee involvement
programsthatrequirefundamentalchangesinworkexpectations,
reward systems, and reporting procedures, for improving the
organizationaleffectiveness
The role of HRD professional involved in OD intervention is to
functionasachangeagent
Facilitatingchangeoftenrequiresconsultingwithandadvisingline
managersonstrategiesthatcanbeusedtoeffectthedesiredchange
They may also become directly involved in carrying out the
interventionstrategy,suchasfacilitatingameeting,responsiblefor
planningandimplementingtheactualchangeprocess,etc
 CareerDevelopment

Careerdevelopmentisanongoingprocessbywhichindividuals

progressthroughaseriesofstage,eachofwhichischaracterized
byarelativelyuniquesetofissues,themesandtasks

Career development involves two distinct processes : career

planningandcareermanagement

Career Planning involves activities performed by individual,

oftenwiththeassistanceofcounselorsandothers,toassesshisor
herskillsandabilitiesinordertoestablishrealisticcareerplan

Career Management, involves taking the necessary steps to

achieve that plan, and generally focuses more on what the
organisationcandotofosteremployeecareerdevelopment.There
is a strong relationship between career development and T & D
activities.
CHALLENGESTOORGANIZATIONS&TOHRD
EmergingworkplaceTrends:

1. DrasticTimes,DrasticMeasures:Uncertaineconomic
conditionsforceorganizationstoreconsiderhowtheycan
grow&beprofitable
2. Blurred Lines (life or work): new organizational
structuresarechangingthenatureofworkforemployees
andHRDprofessional
3. Small World & shrinking: Global communication
technology is changing the way people connect and
communicate
4. New Faces, new Expectations: Diversity in the
workplacecontinuestorise
5. Work be nimble (quick): Accelerated pace of change
requires more adaptable employees and nimbler
organizations

6.SecurityAlert:concernsaboutsecurity&abouttheability
of governments to provide protection have increased
individualanxietylevelsworldwide

7. Life & Work in the e Lane: Technology, especially the

internetistransformingthewaypeopleworkandlive

8.AHigherEthicalBar:Ethicallapsesatthehighestlevels
in large organizations have shaken employees loyalty,
trustandsenseofsecurity
CHALLENGES
IncreasingWorkforceDiversity:
Workforce is becoming increasingly diverse including racial,
ethnicandgenderlines
Effectivelymanagingdiversityhasbeenidentifiedasoneof
thedistinguishingfeaturesoforganizations
DiversityissueshaveseveralimplicationsforHRDprofessionals
Organizations need to address racial, ethnic & other
prejudicesthatmaypersistaswellasculturalinsensitivity
&languagedifferences
Secondly with the increasing numbers of women in the
workforce, organizations should continue to provide
developmental opportunities that will prepare women for
advancement into thesr.ranks and providesafeguards against
sexualharassment.
The aging of the workforce highlights the importance of
creating HRD programs that recognize & address the learning
relatedneedsofbothyoungerandolderworkers
 CompetingInaGlobalEconomy:

Companies compete in a global economy many are
introducing new technologies that require more educated
andtrainedworkers.
Successful Organizations must hire employees with the
knowledge to compete in an increasingly sophisticated
market.
Competing in global market requires more that educating
andtrainingworkerstomeetnewchallenges
Successful organizations institute quality improvement
processes&introducechangeefforts
Workforce must learn to be culturally sensitive to
communicate&conductbusinessamongdifferentcultures
Developing managers to be global leaders has been
identifiedasamajorchallengefororganization
 EliminatingtheSkillsGap

To
compete successfully in the global economy, companies
shouldhireeducatedworkers.
But almost 30% of high school students fail to graduate, &
employers must confront that many young adults entering the
workforceareunabletomeetcurrentjobrequirements
Thisskillgapposesseriousconsequences
It is impossible to learn many things as it would require
readingandwriting
Many industrialized nations have made systematic changes in
ordertobridgetheskillgap.
Eg.JapanandGermany,haveaneducationalsystemthatdoa
better job of teaching students the basic skills needed by most
employers
 NeedforLifelongLearning

Given
the rapid changing trends, it is certain that employees
mustcontinuethelearningprocessthroughouttheircareers
This need will compel the organizations to make an ongoing
investmentinHRD
Eg.Forsemiskilledworkers,itmayinvolvemorerudimentary
skillstrainingtohelpthembuildtheircompetencies
To professional employees, this learning may mean taking
advantageofcontinuingeducationopportunities
ThechallengetoHRDprofessionalistoprovideafullrangeof
learningopportunitiesforallkindsofemployees
Individualassessmentscandeterminethedeficienciesorgaps
inemployeesperformancecapabilities,whilealsopointingout
theirpreferredlearningstyles
FRAMEWORKFORTHEHRDPROCESS

HRD programs and interventions can be used to address a wide

rangeofissuesandproblemsinanorganisation

They are used to orient and socialize new employees in to org.,

provide skills and knowledge and help individuals and groups
becomeeffective

Toensurethatthesegoalsareachieved,extracaremustbetaken
whiledesigninganddeliveringHRDprograms

HRD interventions involves a 4 step sequential process :

Assessment,Design,ImplementationandevaluationADImE
Assessment Design Evaluation
Implementation

Define Select
Objectives evaluation
criteria
AssessNeeds
Develop
LessonPlan Determine
evaluation
Prioritize design
needs Develop/
acquire Deliverthe
material HRD
Intervention
Select Conduct
orprogram
Trainer/ evaluation
leader ofprogram

Select
methods&
techniques
Interpret
Schedule theresults
intervention
 NeedsAssessmentPhase:

A need can either be a current deficiency, such as poor

employee performance or a new challenge that demands a
changeinthewayorganizationworks

Identifying needs involves examining the organisation, its

environment,jobtasksandemployeeperformance.

Thisinformationcanbeusedto

EstablishprioritiesforexpendingHRDefforts
DefinespecifictrainingandHRDobjectives
Establishevaluationcriteria
 DesignPhase:

Itwouldinclude

Selectingthespecificobjectivesoftheprogram
Developinganappropriatelessonplanfortheprogram
Developingoracquiringtheappropriatematerialsforthetraineestouse
Determiningwhowilldelivertheprogram
Selectingthemostappropriatemethodtoconducttheprogram
Schedulingtheprogram

Aftertheassessment,itisimportanttotranslatetheissuesidentifiesin
thatphasetoclearobjectivesforHRDinterventions
This will facilitate the development of clear lesson plan concerning the
programs
Thedesignphasealsoincludestheselectinganddevelopingthecontentof
the program i.e. choosing from on the job training, classroom
training, role play, lectures, workbooks, job aids, films, videos,
ppt.,etc

 ImplementationPhase:

The goal of assessment and the design phase is
implementationofeffectiveHRDprogram/interventions

That is the program must be delivered or implemented

usingthemostappropriateaidormeans

Delivering any HRD programgenerallypresents numerous

challenges, such as executing the program as planned,
creating and environment that enhances learning &
resolvingproblemsthatmayarise.
 EvaluationPhase:

EvaluationphaseisthefinalphaseinTrainingandHRDprocess
HeretheeffectivenessoftheHRDinterventionismeasured
Thisisanimportantbutunderemphasizedactivity
Careful evaluation provides information on participants reactions to
program, what did they learn, usefulness of the intervention, areas to be
improved,etc
HRD professionals are increasingly being asked to provide evidence of the
success of their efforts, i.e. the bottom line impact, as well as employee
reaction.Thishelpsmanagertomakedecisionson:
Continuingtousethetechniqueorvendorinfutureprograms
Offeringaparticularprograminfuture
Budgetingandresourceallocation
Using some other HR or managerial approach to solve the persisting
problem

Armed with this information HRD managers can better compete with
managersformotherareasoftheorganisationfortheeffectivenessoftheir
action
WHATISTRAININGORHRDNEED?
Discrepancy or gap between what an organisation expects to
happenandwhatactuallyoccurs

Identifies needs in this sense focus on correcting substandard

performance. An HRD intervention such as coaching or skills
trainingmaybenecessarytocorrectthediscrepancy.

RobertBrinkerhoffhasarguedthatfocusingonlyonperformance
deficiency in needs analysis is too restrictive & proposed other
waysoflookingattrainingneeds.

These include diagnostic and analytic needs. Diagnostic Needs

focus on the factors that lead to effective performance & prevent
performanceproblems,raterthanemphasizingexistingproblems.
Diagnostic needs are identified by studying the different factors
thatmayimpactperformance.
 AnalyticNeedsidentifynew,betterwaystoperformtasks.

The needs are generally discovered by intuition, insight or
expertconsideration.

ComplianceNeedsarethoseneedsthataremandatedby
law.Oftendealswithmandatedtrainingprograms,suchas
safetytrainingorfoodhandling

HRDprofessionalsshouldbeproactiveandfutureoriented.

HRD professionals should bother with needs assessment.

HRframesthisintermsofpotentiallyhazardousshortcuts
LEVELSOFNEEDSANALYSIS

Needs can exist at any of atleast 3 levels, considering the

organization,thejob/taskandtheindividual.

Strategic or organizational analysis suggests where in

theorganization trainingneededandunderwhatconditions
itwilloccur

TaskAnalysisexplainswhatmustbedonetoperformajob
orcompleteaprocesssuccessfully

Person Analysis reveals who needs to be trained & what

kindoftrainingtheyneed
STRATEGICORGANIZATIONALANALYSIS
Assessment of needs at the organizational level is usually
conducted by performing an organizational analysis. It is a
process used for better understanding the characteristics of the
organization and to determine where training and HRD efforts
areneeded

ComponentsofStrategic/OrganizationalNeedanalysis
Itrequiresabroadorwholesystemviewoftheorganization&
whatitistryingtoaccomplish.Itmayincludegoals&objective,
reward systems, planning systems, delegating and control
systems.AccordingtoIrwinGoldstein,anorganizationalanalysis
shouldidentify:
OrganizationalGoals
OrganizationalResources
OrganizationalClimate
EnvironmentalConstraints
 These factors provides important information for planning and
developingHRDprograms

Organizational Goals : understanding the organizations goals and
strategy provides a starting point in identifying the effectiveness of the
organizations.
Areas where organization is meeting its goals probably dont require
training efforts, but should be monitored to ensure opportunities for
improvementandpotentialproblemsareidentified.
Areaswheregoalsarenotbeingmetshouldbeexaminedfurtherand
targetedtoHRDorotherappropriateHRormanagementefforts.

Organizational Resources : the amount of money available is an

important determinant of HRD efforts. In addition, knowledge or
resources such as facilities, materials on hand and expertise within the
organizationalsoinfluencesHRD.
Eg. If there are no classrooms or conference room facilities
within the organization, the scheduling of the program
becomesdifficult.
 Organizational Climate : the climate within the organization is an
importantfactorinHRDsuccess.IftheclimateisnotconducivetoHRD,

designingandimplementingaprogramwillbedifficult.Eg.Ifnotrusting
thenparticipationwillbelessbetweenmanagersandEE.

Similarlyifproblemexistsbetweenseniorandmiddlemanagement,then
middlemanagementcanresistornotcooperate.

Environmental Constraints : it includes legal, social, political and

economic issues faced by the organization. Demand for certain types of
HRDprogramscanbeaffectedbytheseconstraints.

Eg.In1998,theSupremeCourtdecidedtwosignificantcasesconcerning
sexualharassment.

Knowledge of legal issues can ensure that the HRD effort is in

complianceandwillnotitselfbeasourceofproblems
 AdvantagesofConductingAStrategic/Organizational

Analysis

It reveals where HRD is needed and the organizational and

environmentalconditionsthatmayaffecttheHRDefforts.

KnowledgeoftheseissuesensuresthatallHRDprogramsaretied
to the organizations strategy and mission, which is crucial to its
success. Communicating the link between HRD activities and the
organizationsstrategicplantooperatingmanagersandemployees
maketheimportanceofHRDclear.

The strategic plan can be a valuable source of information for

organizationalanalysis,whereasHRDeffortscanbecomeamajor
componentofcarryingoutthestrategicplan.
 MethodsofStrategic/OrganizationalAnalysis:

Thismethoddependsontheparticularorganization.Alist
of data sources is available for determining training and
HRDneeds.
The list includes the following : human resource
inventories, skill inventories, organizational climate
measuresandefficiencyindexes.
Some of these sources, such as efficiency indexes, are
continuouslymonitoredbymanyorganizationsasapartof
normalcontrolprocedures.
Eg. The Institute for Social Research at the University of
Michigan markets two instruments Survey of
Organizations and Michigan Organizational Assessment
Questionnaire that are supported by substantial
reliabilityandvaliditydata.
 SourcesofDataForOrganizationalNeedAnalysis
RecommendedDataSource HRD/TrainingNeedImplications
OrganizationalGoals&Objectives Where HRD or training emphasis can
and should be placed. These provide
normative standards of both direction
and expected impact, which can
highlightdeviationsfromobjectivesand
performanceproblems
Human Resource (Manpower) Where HRD/training is needed to fill
Inventory gaps caused by retirement, turnover,
age, etc. this provides an important
demographic database regarding
possiblescopeoftrainingneeds
SkillInventory No. of employees in each skill group,
knowledge and skill levels, training
time per job, etc. this provides an
estimate of the magnitude of the
specificneedsforHRD/training.Useful
incostbenefitanalysis
OrganizationalClimateIndexes Quality of working life indicators at
the organization may help focus on
 RecommendedDataSource
AnalysisofEfficiencyIndexes
ChangesinSystemorsubsystem
ManagementRequestsorManagement
Interrogation
ExitInterviews
MBOorWorkPlanningandReview
System
HRD/TrainingNeedImplications
Cost accounting concepts may represent
ratio between actual performance and
desiredorstandardperformance
New or changed equipment may present
HRDortrainingproblems
One of the most common techniques of
HRD/trainingneedsdetermination
Often information not otherwise
available can be obtained in these.
Problem areas and supervisory training
needsespecially
Provides performance review, potential
review and longterm business
objectives. Provides actual performance
dataonarecurringbasissothatbaseline
measurements may be known as
subsequent improvement or
deterioration of performance can be
identifiedandanalyzed
TASKANALYSIS

Taskanalysissometimesalsoknownasoperationalanalysis,
isasystematiccollectionofdataaboutaspecificjoborgroup
of jobs to determine what an employee should be taught to
achieveoptimalperformance.

Results of a task analysis typically include the appropriate

standardsofperformance,howtasksshouldbeperformedto
meet these standards, the knowledge, skills and other
characteristics

SourcesofDataforTaskanalysis:PG114115
TASKANALYSISPROCESS
Step 1 : Overall Job Description : JD is the narrative
statementofthemajoractivitiesinvolvedinperformingajoband
theconditionsunderwhichthejobistobeperformed
Job analysis : a systematic study of a job to identify its major
components. A Job Analysis process generally involves observing
the job being performed; asking job incumbents and supervisors
questions about the job, tasks, working conditions & knowledge,
skillsetc.

Step II : Task Identification : it focuses on the behaviors

performedwithinthejob.Thefollowinginformationaboutthejob
isdeterminedandclearlydescribed:
Themajortaskswithinthejob
Howeachtaskshouldbeperformed(performancestandard)
The variability of performance (how the task is actually
performedondaytodaybasis)
 5methodsfortaskidentificationinclude:
Stimulus response Feedback : the EE knows it is time to
performaparticularbehavior,istheresponseorbehaviorthat
EE is to perform and then it is feedback of the EE received
abouthowwellthebehaviorwasperformed
Time Sampling : it involves a trained observer, watch and
notethenatureandfrequencyofanemployeeactivity.
Criticalincidenttechnique:developedbyJohnFlanagancan
be used for task identification. It involves having individuals
who are familiar with the job record incidents of particularly
effectiveandineffectivebehaviorthathavebeenseenonthejob
overaperiodoftime.Thiscanbedonebyindividualsorgroups.
Job inventories : a questionnaire is developed by asking
peoplefamiliarwiththejobtoidentifyallofitstasks.Thislist
is then given to supervisors and job incumbents to evaluate
eachtaskisimportantandtimespenttoperformthetask.This
allows inputs from many people and gives numerical
information's about each task that can be used to compute
indexesandbeanalyzed
 Jobdutytaskmethod:thejobisdividedintoitssubparts
providingacomprehensivelistthatidentifiesthejobtitle,each
of its duties and tasks and finally the knowledge, skills

abilities or other characteristics (KSAO) required to
performeachsubtasks.

Step 3 : identify what it takes to do the job: successful

taskperformancerequiresthatemployeespossesstheKSAOs
toperformthetask.HRDprofessionalmustspecifytheKSAOs
because it is these competencies that employees must develop
oracquireduringthetrainingprogram

InformationonKSAOrequiredtoperformajobisvaluablein
determiningthefocusofanHRDprogram.Someskillssuchas
written and oral communication or knowledge of safety
products and procedure are necessary for effective
performance.InsuchcaseHRDprogrammaybedevelopedand
conducted thatcan beoffered toemployeesinawiderange of
jobs
 Step IV : Identify the areas that can most benefit from
TrainingorHRD:thefocushereisondeterminingwhichtasks
andcapabilitiesshouldbeincludedinHRDprograms,bothratings

oftasksaswellasratingsofKSAOshouldbeexamined.
Task ratings should be studied concerning their importance, time
spent,andtheeaseofacquisition.Theseratingsshouldbestudied
for their importance, difficult of learning and opportunity to
acquirethemonthejob.
Egahighratingontimespentandeaseoflearningmayindicate
that a particular task should be included in training. However, if
the same task is also rated low in importance to successful job
performance. It may be worth the time and effort involved in
training.

Step V : Prioritize Training Needs : it should be clear with

tasks and KSAO could benefit from training. These tasks and
KSAOs should be prioritized to determine which ones should be
addressedfirst.Againinspectionofratingsprovidedinsteps2and
3canfacilitatetheprioritizationsprocess.
PERSONANALYSIS
Determiningthetrainingneedsofindividualemployees.Thefocus
is typically on how well each employee is performing key job
tasks,butthisprocessmayidentifyawiderangeofbothcommon
anduniqueHRDneeds

Traditionally, Person Analysis involved an EE and their

supervisor.Dependinganthenatureofindividualswork,thatEE
peers, customers, and subordinates may also be in a position to
provide information that can be used to identify personlevel
needs.

Evaluationapproachcalled360degreeperformanceappraisal
usesasmanyifthesesourcesaspossibletogetacompletepicture
ofemployeesperformance
 DataSourcesAvailableforPersonNeedsAssessment
Tech.orDataObtained
Performance Data or Appraisals as
indicatorsofProblemsorweaknesses
Productivity, Absenteeism, Accidents,
shorttermsickness,Grievances,etc
Observationworksampling
Interviews
Questionnaires
Tests
HRD/TrainingNeedImplication
Include weaknesses and areas of
improvement as well as strong points.
Easy to analyze and quantify for
purposes of determining subjects and
kinds of trainings needed. Data can be
used to identify performance
discrepancies
More subjective technique but provides
both employee behavior and results of
behavior
Individual is only one who knows what
he believes, needs to learn. Involved in
need analysis can also motivate
employeestomakeanefforttolearn
Same approaches as interview. Easily
tailored to specific characteristics. May
producebias
Canbetailoredmadeorstandardized
 TechniqueorDataObtained HRD/TrainingNeedImplications
AttitudeSurvey Useful in determining morale,
motivation or satisfaction of each
employee
RatingScale Care must be taken to ensure relevant,
reliable,andobjectiveemployeerating
CriticalIncidents Observedactionsthatarecriticaltothe
successful or unsuccessful performance
ofthejob
Diaries Individual employee records details of
job
Devisedsituations Certain knowledge, skills, attitudes are
Role Play, Conference Leadership, demonstratedbythesetechniques
TrainingSessions,Businessgames
AssessmentCenters Combination of several techniques in a
program
MBO or Work Planning & Review Provides actual performance data on
system recurring basis related to organization,
so that baseline measurements may be
known & subsequent improvement or
 PerformanceAppraisalinPersonAnalysisprocess

PA can be a valuable tool for collecting person analysis data.

Although may be attempting to think that performance appraisal

byitselfcanbethesolesourceofpersonanalysisinformation.

ModelofPA,asthepersonanalysisprocessbeginsasunder:

1. Perform or have access to a complete, accurate performance

appraisal
2. Identity discrepancies between the employees behavior traits
andthoserequiredforeffectiveperformance
3. Identifythesourceofdiscrepancies
4. Selecttheinterventionappropriatetoresolvethediscrepancies
Developmentneeds:
Person analysis data are also used to define development needs,
whichcanbeidentifiedduringtheperiodicperformancesystem.The
primary use of development data is for maintaining and increasing
theknowledge,skillsandabilitiesofeachemployee.

ManyorganizationsuseHRIStocompilethisinformation

Although this type of information is traditionally used to assess the

readiness of the individuals to take on higher levels of
responsibilities,itcanbealsousedfortrainingneedsassessment
Someoftheorganizationsanalyzethisinformationtodeterminethe
beststrategyfordevelopingtheirHR

Eg,iforganizationiscontemplatingchangesthatrequirenewskills,
the skill inventory may provide necessary information for devising
newtrainingorotherHRDprograms
EMPLOYEEASNEEDASSESSMENTCENTER
Another source of information for training needs is the
employeeitself.Employeeactsasasourceforinformation

Itwasfoundthatalthoughselfratingsweremorelenientthan
supervisoryratings,selfratingsexhibitedlesshaloerror

It was also found that two sources of ratings were not

significantlyrelatedandthatselfratingsdiscriminatedamong
aspectsofperformancemorethansupervisoryratings.

Itwasfoundthatalthoughselfratingsoftrainingneedsmaybe
a useful part of a needs assessment, HRD professionals would
bewisetousemultiplesourcesofneedassessmentinformation
toensurevalidity
PRIORITIZINGHRDNEEDS
Assuming that a need assessment reveals multiple needs,
managementandtheHRDstaffmustprioritizetheseneeds
DecisionsmustbemadeaboutwhatresourceswillbeusedinHRD

ParticipationinPrioritizationProcess:

The prioritization works best when individuals throughout the

organizationareinvolved.
As HRD programs are intended to serve a specific area of the
organization, representatives from those areas should have
inputindecision.
Some HRD departments regularly solicit ideas from employees
andcanbeusedtorefineandimproveongoingprograms
With this input, there is a greater likelihood that more
employeeswillperceivetheHRDprogramsasbeingrelevantto
theorganization
 HRDAdvisoryCommittee

Onewaytocontinuouslyreflecttheneedsofemployeesandassist
isprioritizingneedsistoestablishanHRDadvisorycommittee

The role of committee is to meet regularly and review needs

assessment and evaluation data and offer advice on the type and
contentofHRDprogramstobeoffered

Committee is composed of members from a crosssection of the

organization

ThisprovidesdifferentperspectivesonHRDneedsandcancreate
abroaderlevelofsupportfromallpartsoftheorganization
THEHRDPROCESSMODELDEBATE
AthroughneedassessmentestablishesthefoundationforanHRDor
trainingprogram.

These process are based on the instructional system design or

ADImEmodel

ThismodelhasbeenadominantmodelinHRDsince1970s

Recentlythisapproachhasbeenstronglycriticized

Themodelistooslowandclumsytomeettodaystrainingneeds
Theresnohangon,wellexplainlater
Usedasdirected,itproducesbadresults
Itclingstothewrongworldview
Endofmodule1