Needs Analysis

Presenter:
Thom Powell
thompowell@crgpros.com

CI-ASTD Trainers Institute

May 11, 2010

Benefits of Needs Analysis

Decision

Making
Continuous Improvement
Facilitate Transfer
Intrinsic Reward / Satisfaction
Credibility and Influence
Justification / Job Security
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Session Topics
Levels

of Analysis
Outcome Analysis
Culture Analysis
Performance Analysis
Competency Analysis
Learner Analysis
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Levels of Analysis
Results outcomes, impact on the larger group(s)
or organization(s); what overall results are needed?

Behavior application, transfer; what should

people do differently (to achieve the desired results)?

Learning knowledge, skills, attitudes; what do

people need to learn (in order to change their behavior)?

Reaction customer satisfaction; what are

peoples preferences (and what is needed for learning)?
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Outcome Analysis
Investor Financial Performance ROI/A/E/S,
Cash Flow, Cost Control, EPS, Profitability, Stock Price

Market Brand, Competitive Advantage, Revenue,

Share, Stakeholder Relationships, Sustainability/CSR

Customer - Innovation, Process/Product/Service

Quality, Retention, Satisfaction, Speed, Value/Cost

Employee Development, Engagement,

Productivity, Retention, Satisfaction/QWL, Wellbeing
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Culture Analysis
Mission Vision, Strategic Direction & Intent,
Goals & Objectives

Adaptability Customer Focus, Creating

Change, Organizational Learning

Involvement Capacity Development,

Empowerment, Team Orientation

Consistency Core Values, Agreement,

Coordination & Integration
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Outcomes, Culture & Competencies

Growth

Innovation

Direction

Innovation
Customer
Satisfaction

Financial
Performance
Over Time

Collaboration

Development

Operating Performance
Quality
Employee Engagement

www.denisonconsulting.com

Performance Analysis
Expectations Understand clearly whats expected,
in terms of results (what) and behavior (how), and priorities?

Barriers/Aids Structural ability and motivation? Cues?

Information? Job Aids? Processes? Resources? Staff? Time? Tools?

KSA Personal ability and motivation? Capacity? Fit? Values?

Education? Training? Practice? Feedback? Coaching?

Support Social ability and motivation?

Models?
Manager(s)? Peers? Assistance? Encouragement? Reinforcement?

www.vitalsmarts.com

Performance (HPI) in Practice

Performance

Expectations (2.7%), OD (6.9%)

Process Analysis/Improvements (5.6%),
Tools/Resources (4.9%), K Mgt (3.2%)
Knowledge/Skills (61.4%), Feedback (4.2%),
Talent Management (5.4%),
Support from Others, Incentives (1.6%),
Non-Incentive Motivational Strategies (2.2%), Other (1.8%)
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Competency Analysis
Direction
Innovation
Development
Collaboration
Expertise

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DCIDE Competency
Model

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ASTD Competency
Model

Revised Model

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www.astd.org

WLP Competencies

Direction (esp. Project Manager) Driving Results,

Planning and Implementing, Thinking Strategically

Innovation (esp. Professional Specialist)

Adaptability, Analyzing Needs and Proposing Solutions

Development (esp. Learning Strategist)

Leveraging Diversity, Modeling Personal Development

Collaboration (esp. Business Partner)

Building Trust, Communicating Effectively,
Influencing Stakeholders, Networking and Partnering

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Other Competencies

Direction Accountability, Delegation, Goal Setting,

Leadership/Management, Planning and Organizing,
Project Management, Time/Self Management

Innovation Change Management, Creativity,

Decision Making/Problem Solving, Process Improvement,
Product Development, Service Quality, Systems

Development Career Management,

Coaching/Mentoring, Empowerment, Feedback,
Performance Mgt, Recognition/Reward, Selection

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Collaboration Communication, Conflict Mgt,

Customer Service, Influence/Sales, Interpersonal Skills,
Meeting Skills, Negotiation, Partnership, Teamwork

Integrated Talent
Management
Maximize Results
and Motivation

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Learner Analysis
Performer (RS, LP) action mode; value speed
and tangible outcomes; activities, initiatives, interventions

Changer (RI, RS) unpatterned method; snippets

of information are grabbed and excess is ignored

Perfector (HA, RI) thought mode; value

understanding; assessment, planning, evaluation

Conservator (LP, HA) structured method;

prefer logical, consistent, methodical information flows
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www.iopt.com

Trainers Institute
Learner Analysis

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www.iopt.com

Content Analysis
RS

When focus on actionable components;

provide interim applications; show fast and big results

RI

What (who and where) provide variables to

mix and match; allow freedom to explore relations

HA

Why explain relationships; examine possible

outcomes in detail; expect challenges; avoid emotion

LP

How identify items to consider; provide

detailed step-by-step instructions; show certain results

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www.iopt.com

Methods
Documents

/ Records / Reports
Observations / Work Samples
Focus Groups / Interviews
Questionnaires / Surveys
Assessments / Tests
Requests
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www.visionpoint.com

Informal Learning
Leader-led

Learning creating a

coaching culture with leaders skilled, focused on coaching

Embedded

Learning use of content and

systems such as job aids, electronic performance support

On-Demand

Learning learner-led

activities such as e-learning and self study using books,

reference materials, videos, and podcasts

Social

Learning collaborative experiences,

social networking, communities of practice, blogs

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Needs Analysis
Presenter:
Thom Powell
thompowell@crgpros.com

W: 453-9590

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C: 745-4303