Developing Effective Workforce
Nguyen Trang Thu (Ph.D)
Questions addressed in this module
Training and HRD? Why are they critical?
Why do contexts matter in HRD?
What is the role of line managers in HRD?
What is Training need? Traning Need Assessment? Why is it necessary?
How to conduct TNA?
What are training methods?
How to evaluate training?
Training – HR Development – Education
(Adapted & translated from Nguyen Huu Than, 2006)
Training HR Development Education
• Activities that aim • Activities that aims • Activities that
at improving at preparing aims at improving
specific skills or individuals so they the overall KSAs
knowledge of keep up the pace of individuals
individuals to with organizational beyond their
fulfill his/her changes presents work
present work
….
…. …
Focus …. Future job requirements
Level Individual ….
Vision …. Long-term
For the improvement of KSAs for ….
The use the current work
Why? Because the context matters
The International context
The national context
The educational context
The organizational context
Changes, Changes, and Changes, and more
Changes . So what ?
Messages from experts
Do we have another choice?
1869
Friedrich Goltz
HR DEVELOPMENT
• HRD issues at organizational level
• HRD and the work environment Organized activity ,
• HRD issues at the individual employee level integrating many specific
approaches and techniques
into a process which aims at
improving the performance
at the individual, task,
process and organizational
level (Macky, 2008)
HRD issues at the organizational level
• Strategic HRD
• Learning organizations
• Knowledge management
• Organizational development
• Management & leadership development
• E-learning
• Cross-national HRD issues
HRD and the work environment
• The importance of the • Work environment is one factor affecting
work environment employee’s outcomes and performance.
(WE could be a cause of the gap).(examples of WE:
Technology; Culture, Resources
• The impact of line • Line Managers: The link between decision
managers on HRD making level and grass-root.
interventions - Support the implementation
- Help to identify needs and gaps
- Arrange for HRD interventions
- …..
HRD issues at individual employee level
Person & Organization
Better understanding
Better behaviors
• Orientation, socialization of organization
and the role of
organizational culture
Better accepted
Improved
andnsupported by
• Training and other HRD the org
Confidence
interventions
Improved Motivation &
Satisfaction
Activities that aim at improving specific skills
TRAINING or knowledge of individuals to fulfill his/her
current/present work
• Benefits of training
• Obstacles to training
• Training myths
• Training process
• Training methods
Benefit Obstacles Myths
- is easy
- Costs too much
- Is a staff function
- Only for new staffs
- There is no time for
it
Training process: An overview
Define training needs
Conduct needs assessment
Develop training objectives
Develop training plan
Develop training lesson
Develop (update) training handbook
Prepare trainees
Conducting training
Evaluating training
Training Needs & Training Needs
Assessment
• What is training need?
• What causes the gap
• TNA? Why TNA?
• How to conduct TNA?
Training Needs & TN
Assessment
A training need exists when there is a
gap between what is required of an
employee to perform their work and
what they actually know.
TNA: A process by which we can
determine what kind of KSAs of
employees that can be
accomplished via some sorts of Learning
• Training canmay
be be incorrectly used as a solution to
learning/training means
a-directly related
performance to organizational objectives.
problem.
-targeted
• Training at specific
program mayrequirements.
have the wrong content,
- tailored to
objectives or requirements.
methods.
Why TNA? Learning needs
• Trainees maycan
be be
sentidentified & prioritized
to training programs .for
which they do not have the basic skills or
confidence needed to learn.
Conducting TNA
Starting points: Framework TNA Process
Indicators of a need
1. Document the
- Complaints problem
Identify Performance Discrepancy
Org Analysis
- Poor quality work Training 2. Investigate the
Performance Gaps
- Frequent errors Needs problem
3. Plan the needs
& its causes
- High rate of turnover
Job Analysis analysis
- Deadlines not being met
4. Select the
- Conflicts techniques
Non-training
- New methods or Person 5. Conduct the
Needs
equiptment system Analysis analysis
6. Analyse the data
7. Report the findings
Conducting TNA: Techniques
PRO CON
Observations Generates data relevant to work environment • • Needs skilled observer • Employee’s
Minimizes interruption of work behavior may be by being observed
Questionnaires Inexpensive • Can collect data from a large • Requires time • Possible low return rates,
number of persons • Data easily summarized inappropriate responses • Lack details
Interviews Good at uncovering details of training needs as Time consuming • Difficult to analyze •
well as causes of and solutions to problems • Can Needs skilled interviewers • Difficult to
explore unanticipated issues that come up • schedule
Focus groups Useful with complex or controversial issues that • Time-consuming to organize. • Group
one person may be unable or unwilling to members only provide information they
explore. • Questions can be modified to explore think you want to hear
unanticipated issues.
Documentation Good source of information on procedure • • You may be unable to understand
Objective • Good source of task information for technical language • Materials may be
new jobs in the process of being created. obsolete
Conducting TNA
Reporting the findings
Title
Summary
Table of content
Introduction
Recommendation
Training plan
Data Collection & analysis methods
Cost analysis, proposal cost of recommended solution
Evaluating training
The Power of Measuring Results
• Why Evaluating? • If you do not measure results, you cannot tell success
• Kirkpatrick’s Model from failure.
• If you cannot see success, you cannot reward it.
• If you cannot reward success, you are probably
rewarding failure.
• If you cannot see success, you cannot learn from it.
• If you cannot recognize failure, you cannot correct it.
• If you can demonstrate results, you can win public
support.
Source: Adapted from Osborne & Gaebler 1992.
Kirkpatrick’s Training Evaluation Model
Training methods
Your takeaways
Questions for further reflection
• Explain the importance of contexts in defining HRD
• Explain the differences between training and HR Development
• Explain the role of TNA in developing HR interventions