This is mynweek 1, on the basis this article that I had in first answers the que

Question

This is mynweek 1, on the basis this article that I had in first answers the question below.

Company Name- Wise Sample Internet LLP Background- It was founded by a group of 3 friends working in the same organization in 2017 as they shared the same vision of providing sample to market research firms. Since then it has expanded from 3 people to 100+ employee and is headquartered in Toronto, Canada with offices in Singapore, India and US. It has brought together technology, automation and experience into delivering what the client needs which is quality data. So, this firm basically does sampling for the clients i.e. targeting the optimal N (specified by client) which represents the population exactly so that the client gets the mirrored data of the targeted population where he wants to launch the product/make changes in the sale etc.

On the basis of this, Triggering event that necessitated the training needs analysis (TNA). Include information on the difference between the organization's expected and actual performance that resulted in the organizational performance gap (OPG) Identify if the approach to the TNA is reactive or proactive. Explain your rationale. Describe the data sources within the organization that provided information useful to identifying reasons for the gap such as organizational goals and objectives, budgets, labor inventory, and organizational climate indicators. Discuss the 3 levels of analysis: organizational, operational, and person. Identify the methods that are used to gather information on each level of analysis. Explain how the information gathered relates to the OPG. HAS TO BE 750 WORDS OR MORE.......

Explanation / Answer

Outline the rationale for using performance appraisal information for a needs analysis, and identify what type of performance appraisal method is appropriate.

Describe the relationship between needs analysis and the design and evaluation of training.

List four contaminations of a criterion

A TNA is important because it helps determine whether training can correct the performance problem. In some cases, the TNA indicates that employees lack the necessary knowledge, skills, and attitudes (KSAs) to do the job and they require training. In other cases, employees have the KSAs to do the job, but there are roadblocks that prevent effective performance. These barriers need to be identified and removed. As a training professional, you will use the TNA to ensure that you provide the right training to the right people. Chris at West can is overlooking a critical part of the training process by not completing a TNA. Instead, she is relying on what Irven says and jumping directly to the training design phase. If Chris were to conduct a TNA first, she could accomplish several important things:

• Increase the chances that the time and money spent on training is spent wisely

• Determine the benchmark for evaluation of training

• Increase the motivation of participants

• Align her training activities with the company’s strategic plan

A TNA provides more than just evaluation measures. A good TNA ensures that only those who need the training attend and provides the data to show trainees why the training will be useful to them. Consider the employees who do not need the training but are sent by their supervisor anyway. Are they going to take the training seriously? Probably not. In fact, their lack of interest might be distracting to those who need and want the training. Worse, they might cause other trainees not to take the training seriously.

WHEN TO CONDUCT A TNA

In spite of the compelling arguments in the preceding section, there are times when a TNA might not be necessary. For example, if the organization is trying to communicate a new vision or address legal concerns, it might be advisable to train all employees. Suppose the company has concerns regarding sexual harassment. Everyone should be aware of how seriously top management considers breaches of their “sexual harassment” policy. Here, company-wide training on the issue might be necessary. Sending everyone to a workshop on sexual harassment

ensures that management’s expectations regarding this issue are clear. It also demonstrates an employer’s position on sexual harassment to the courts, should an employee consider a sexual harassment lawsuit.

4-1 Model of Process When a Performance Gap Is Identified.

What caused the PG? It was not a KSA deficiency. Installation and repair employees’ performance was based on the time it took them to complete a call. They had a certain amount of time to complete each call. If they took longer than the time allotted for a number of calls, their performance was rated as below average. The time allotment was not changed, even though employees were now expected to stick around and try to sell their products and services. So, most employees simply did not spend any time selling. In this example, performance consequence incongruities leading to low motivation were what caused the PG. We return to examinein more detail later, but now let’s examine where we look for PGs.

OPGs

There are numerous places to look for information related to OPGs. A company’s archival data, such as its profitability, market share, grievance levels, productivity, and quality measures, provide indicators of how it is operating. These are included in , which provides a list of sources for gathering data related to potential PGs. Let’s examine a few to see how the process works. The first data source, organizational goals and objectives and budgets, provides standards against which unit performance can be measured. Suppose, for example, that the triggering event was a loss in profitability because of excessive costs related to warranty work. A reactive TNA is implemented, which might lead you to examine the quality standard for rejects in the production department. The standard (EP) is less than 1 per thousand, but you see that the AP is 12 per thousand.

The process is similar when you expect future performance to be less than what it should be. Here, a proactive TNA is initiated. Suppose the company’s new strategic plan indicates a substantial modernization of the plant, including new computerized machinery. There is no OPG now, but the plant manager believes there will be when the new machinery arrives. This possible OPG in the future prompts a “proactive” TNA. As part of this TNA, the HRD department will need to assess the employees’ current level of KSAs for operating the new machinery. If these current KSAs are not sufficient, a gap exists for the future.

The second data source, labor inventory, is also useful to determine an OPG in the future and the types of training necessary to prevent such a gap from occurring. Knowing that a number of senior engineers are retiring over the next few years can trigger the HRD department to start training those in line for promotion to maintain the necessary skills. Not being aware of these retiring employees could lead to an OPG because the company would lack enough senior engineers to manage the expected number of projects.

Finally, let’s examine the third data source, organizational climate indicators. Identification of high absenteeism in a particular area, or an increasing accident rate, provides you with early signs of problems. The quicker you are able to identify problems, the quicker you will be able to find and implement solutions. This is one secret to an effective HRD department. Cindy Baerman, the human resource development officer of Miller Brewing Company, provides an example for this. She began attending production meetings a few years back. She received funny looks, as the meetings were held to focus on production problems. Why would HRD want to be there? As Cindy pointed out, “What better place to learn of the type of performance problems the line manager is having?” For her, the focus was on performance management. Being able to react quickly to maintain and improve performance is the first step in a continuous performance improvement framework, which is so important in today’s environment.

THE FRAMEWORK FOR CONDUCTING A TNA

The “input” for the analysis phase, as shown in the figure at the start of this chapter, is made up of organizational, operational, and person analysis. The “process” is where we determine the specific nature of any PGs and their causes. The “output” provides us with either training or non training needs—and in some cases, both. So, once a trigger has set a TNA in motion, the three levels of analysis—organizational, operational, and person—need to be completed.5 In the section that follows, we provide an overview of the three TNA inputs. Following this, we provide a detailed examination of each area.

An organizational analysis, then, should be able to provide information about the following:

• The mission and strategies of an organization.

• The resources and allocation of the resources, given the objectives.

• Any factors in the internal environment that might be causing the problem.

• The effect of any of the above on developing, providing, and transferring the KSAs to the job if training is the chosen solution to the OPG. These would be considered to be organizational constraints. Should training become one of the solutions for the OPG, you will need to revisit these to determine how the training will be designed to deal with them.

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