Employee Training Needs Analysis

Conducting a need analysis is the first step in developing an employee training system.
Determine the types of training needed, and the practicality of using training to achieve organizational goals.
Organizational analysis determines factors that facilitate or inhibit training effectiveness. This should consider the goals of the organization, the extent to which training helps reach goals, the organization's ability to conduct training, and the extent to which employees are willing and able to be trained.
Task analysis uses job analysis to identify tasks performed by employees, the conditions under which tasks are performed, and the competencies needed to perform tasks.
Interviews, observations, and task inventories are used to determine how employees learn tasks.
Person analysis determines which employees need training and in which areas.
Performance appraisal scores and surveys of employees are used for needs analysis.
A performance appraisal system might not provide adequate information for training programs.

Establish obtainable goals and objectives, including the expected task, conditions, and level of performance.
Vague objectives should be replaced with specific objectives.
Motivate employees by relating training to their immediate job needs, offering incentives, and allowing employees to choose training type.
Provide good training, and give employees the opportunity to apply their new skills.

Classroom instruction (or workshops, seminars, and lectures) is a common training method.
In-house trainers, external trainers, videotapes, and universities can be used to deliver training
A trainer must consider the size, demographics, and ability of the training audience.
Preparation for classroom training includes research, creating a training outline, creating visuals, and providing supporting materials.
Using icebreakers is a useful part of the training introduction.
Using active participation methods such as discussions, open-ended questions, and case studies can enhance learning.

Modelling (Social learning) is a common method where employees learn by observing other employees
Job rotation exposes employees to different jobs.
Apprentice training involves a formal program of classroom work and on-the-job experience.
Coaching and mentoring involve experienced staff members providing guidance, training, and support
Ensure the training is in a similar setting to the actual work environment.
Conduct research, and test to evaluate the results of the training.
Pre- and post-tests, control groups are used to evaluate training.

Motivation is an internal drive to action.
Ability and skills determine if a worker can do a job, but motivation determines whether the worker will do the job properly.
Self-esteem, consistency, and experience with success can affect motivation.
Employees' values and expectations play a significant role in job satisfaction.
Needs for achievement, affiliation, and power impact motivation.

Job satisfaction is an employee's attitude towards their job.
Organizational commitment is the extent to which an employee identifies with the organization and is involved with it.
Genetic predispositions, core self-evaluations, and cultural factors can affect job satisfaction.
Satisfaction with other aspects of life can influence job satisfaction.
Employee expectations must be realistic to foster satisfaction. The fit between individual and organizational values and needs also impacts job satisfaction.

Upward Communication involves subordinates communicating to superiors. Common methods include attitude surveys, focus groups, exit interviews, and suggestion boxes.
Downward Communication involves superiors communicating to subordinates. Common methods include bulletin boards, manuals, newsletters, and intranets.
Interpersonal Communication involves the exchange of messages between individuals, such as face-to-face conversations, emails, and phone calls.
The exchange can be affected by factors like communication channel, noise, and message structure.

Leadership styles influence employee performance. (Task-oriented or person-oriented).
Situational factors, such as task structure and leader-member relations, impact leadership effectiveness.
The Vroom-Yetton model provides a decision-making model to determine the best leadership style for a situation.
Effective leaders transmit their vision and values to subordinates.
Cultural differences affect leadership. Effective leaders adapt their approach to different cultures and situations.
Effective leaders know how to use different skills in various situations to get the best results from their followers.

Groups are two or more people who perceive themselves as a group.
Characteristics of groups include cohesiveness, size, and homogeneity.
Group dynamics involves the processes and dynamics within a group.
Important factors in team performance include communication, goals, and cohesiveness.
Conflict can be functional or dysfunctional, and various conflict styles can be adopted.

Stress is a reaction to life events or situations, which can be positive or negative (eustress or distress).
Personalities, gender, ethnicity, and race can influence the vulnerability to stress.
Stressors can be personal or occupational.
Stress can be managed by various strategies.