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Simply hiring and placing employees in jobs does not ensure their success. A new joinee needs to be
trained fr his job role . I would conduct the needs assessment for the new job at the new plant , using
the following processes :

   needs analysis process is a series of activities conducted to identify problems or other issues
in the workplace, and to determine whether training is an appropriate response.

The needs analysis is usually the first step taken to cause a change. This is mainly because a needs
analysis specifically defines the gap between the current and the desired individual and organizationa
performances.


 


 



An in-house trainer performs a needs analysis to collect and document information concerning any of
the following three issues :

1. Performance problems
2. Anticipated introduction of new system, task or technology
3. A desire by the organization to benefit from a perceived opportunity

In all three situations, the starting point is a desire to effect a change. Given this, you must know how
the people who will experience change perceive it. In the absence of a needs analysis, you may find
employees resistant to change and reluctant to training. They may be unable to transfer their newly
acquired skills to their jobs because of the organizational constraints.

A needs analysis often reveals the need for well-targeted training areas. However, we must keep in
mind that training is not always the best way to try to close a particular gap between an
organization͛s goals and its actual performance. Those conducting the needs analysis must get a clear
idea of the problem, look at all possible remedies and report on their findings to management before
deciding on the best solution.
ëhen properly done, a needs analysis is a wise investment for the organization. It saves time, money
and effort by working on the right problems. Organizations that fail to support needs analysis make
costly mistakes; they use training when another method would have been more effective; they use
too much or too little training, or they use training but fail to follow up on it. A well-performed
analysis provides the information that can lead to solutions that focus on the areas of greatest need.

Process of conducting a training needs analysis is a systematic one based on specific information-
gathering techniques. Needs analysis proceeds in stages, with the findings of one stage affecting and
helping to shape the next one. There is no easy or short-cut formula for carrying out this process.
Each particular situation requires its own mix of observing, probing, analyzing and deducting.

In many ways, the needs analysis is like detective work; you follow up on every lead, check every
piece of information and examine every alternative before drawing any solid conclusions. Only then
you can e sure of having the evidence on which to base a sound strategy for problem solving.

A needs analysis is not a one-time event. Professional organizations administer needs analysis at
regular intervals, usually every year or two.

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Training needs will differ with the backgrounds of the employees to be trained, and their present
status in the organization. Basically, a candidate for training may come from any one of three groups :





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There are several ways to conduct a job analysis, including: interviews with incumbents and
supervisors, questionnaires (structured, open-ended, or both), observation, critical incident
investigations, and gathering background information such as duty statements or classification
specifications. In job analysis conducted by HR professionals, it is common to use more than one of
these methods.
Each works well in given circumstances; therefore, you must determine which be the best for you.
None of these methods can stand alone. Always use at least two, if for no other reason to validate
your findings. One of those you choose should always be observation.


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In this approach, an employee͛s performance itself is you source of information. You evaluate a
worker͛s performance through first-hand observation and analysis. This is best accomplished by
watching the worker and playing the role of non-participating observer. This means that you watch
and listen and evaluate what you see and hear, but do not get involved in his work process in any
way.

To make this activity more productive, use a checklist to remind you of what to look for and take
notes.

The objective during observations is to identify both the strengths to build on and the deficiencies to
overcome. A key advantage of using direct observation in the needs analysis is that you gain first-
hand knowledge and understanding of the job being performed and the strengths and weaknesses of
the relevant worker.

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The use of interviews in conducting the needs analysis is strongly urged. The prime value of interview
guides is that they ensure the same types of data from all sources. This allows you to determine
whether a piece of information is one person͛s opinion, or part of a widespread perception. Since the
interview guide forces you to ask each worker a number of predetermined questions, you must select
those questions that are essential to what you are trying to learn.

Interviews allow you to meet employees face to face to discuss their impressions of performance.
Because you are in conversation with workers, you can explore their responses in depth. You can ask
or clarification of comments and for examples of what they mean. In this way, you obtain a full
understanding of their performance deficiencies.

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1. You build credibility with your interviewees by asking intelligent questions and
Listening well to their answers
2. You obtain employees͛ personal involvement and commitment to your efforts
3. You establish personal relationships with potential trainees who are important to your success as a
needs analyst and trainer
 

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A questionnaire is a sort of interview on paper. You create your own questionnaire by writing down
all the questions you want employees to answer for you. Then you mail it to them and await their
responses.

The key advantage of a questionnaire is that you can include every person from whom
You want input. Employees can complete the questionnaire when and where they choose. You need
not travel and spend time with all respondents. Every employee is asked the identical questions, and
consequently data is very easy to compile and analyze.

Questionnaires can be useful in obtaining a ͚ big picture ͛ of what a large number of employees think
while allowing everyone to feel that they have had an opportunity to participate in the needs analysis

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Before establishing a job description, a job analysis must be made. This job analysis involves a
thorough study of all responsibilities of the relevant job. It is company wide in scope and should be
detailed to such a degree that those conducting the training can use the job analysis as a yardstick for
their course content. After the job analysis phase has been completed, the writing of job description
and needs analysis is a relatively simple task. ëhen an employee͛s job description has been defined,
the trainer can easily tailor his training curriculum to a very close proximity of what will be expected
of the employees.
A new job position
ëe first must perform a fact finding (job analysis) to determine what the valid job tasks. ëe can then
analyze the target population to define what the attitudes, knowledge, skills and abilities and so on
that they already have and identify what the training needs are.
Also, if we find that most new employees already have some of the job requirements, for example
they have good reading skills; we may decide to make that a job prerequisite.
Interview the people who created the position.· Interview the people who are affected by the outputs
of the position's job tasks.
Interview the people to whom this position reports.
Interview the people who will work closely with the people in this new job.

The Job Analysis will focus attention on enumerating the numerous duties that a worker must
perform.

-
  refers to various methodologies for analyzing the requirements of a job.

ëhat: Job analysis is the process of describing and recording aspects of jobs ( a list of what the job
entails ) and specifying the skills and other requirements necessary to perform the job (what kind of
people to hire for the job).

A general model for the needs assement process showing the relationship to the Job Analysis is as
illustrated below.
Purpose
The main purpose of conducting job analysis is to prepare job description and job specification which
in turn helps to hire the right quality of workforce into the organization.

It helps to understand the qualities needed by employees,defined through behavioral descriptors, to

provide optimum work performance.
It obtains answers to such questions such as:
1. ëhy does job exists?
2. ëhat physical and mental activities does the worker undertake?
3. ëhen is the job to be performed?
4. ëhere is the job to be performed?
Š. How does the worker do the job?
6. ëhat qualifications are needed to perform the job?
7. ëhat are the working conditions (such as levels of temperature, noise, offensive fumes, light)
8. ëhat machinery or equipment is used in the job?
9. ëhat constitutes successful performance?

The resulting needs are put together for the relevant plant personnel.




  

After specific training goals have been established, training sessions should be scheduled to provide
the employee an opportunity to meet his or her goals. The following are typical training programs
provided by employers:

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   Ninety million American adults have limited literacy skills, and about 40 million
can read little or not at all. Because most workplace demands require a tenth- or eleventh-grade
reading level (and about 20 percent of Americans between the ages of 21 and 2Š can't read at even
an eighth-grade level), organizations increasingly need to provide basic literacy training in the areas of
reading and math skills to their employees.

 

   New technology and structural designs have increased the need to upgrade and
improve employees' technical skills in both white-collar and blue-collar jobs.

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   Most employees belong to a work team, and their work performance
depends on their abilities to effectively interact with their coworkers. Interpersonal skills training
helps employees build communication skills.

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   Today's employees often work as members of self-managed teams who are
responsible for solving their own problems. Problem-solving training has become a basic part of
almost every organizational effort to introduce self-managed teams or implement Total Quality
Management (TQM).

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   As one of the fastest growing areas of training, diversity training increases
awareness and builds cultural sensitivity skills. Awareness training tries to create an understanding of
the need for, and meaning of, managing and valuing diversity. Skill-building training educates
employees about specific cultural differences in the workplace.

  



Most training takes place on the job due to the simplicity and lower cost of  1
1 training
methods. Two popular types of on-the-job training include the following:

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Sometimes, training goals cannot be met through on-the-job training; the employer needs to look to
other resources. Off-the-job training can rely on outside consultants, local college faculty, or in-house
personnel. The more popular off-the-job training methods are classroom lectures, videos, and
simulation exercises. Thanks to new technologies, employers can now facilitate some training, such as
tutorials, on the employees' own computers, reducing the overall costs.

Regardless of the method selected, effective training should be individualized. Some people absorb
information better when they read about it, others learn best by observation, and still others learn
better when they hear the information. These different learning styles are not mutually exclusive.
ëhen training is designed around the preferred learning style of an employee, the benefits of training
are maximized because employees are able to retain more of what they learn.

In addition to training, employers should offer development plans, which include a series of steps that
can help employees acquire skills to reach long-term goals, such as a job promotion. Training, on the
other hand, is immediate and specific to a current job.