Analysing company training and development needs: the usefulness of HRD activities to the organisation can be justified only by the effectiveness with which they meet the real needs of the organisation. The needs analysis approach to the design of specific contents of HRD activities is recommended as a means to achieving this effectiveness in meeting organisational needs

Today's Manager, Dec-Jan, 2008 by Ong Teong Wan

DESPITE an upsurge in human resource development (HRD) activities in organisations, training departments are still hard put to justify their usefulness and importance to their employers. Part of the reason is that the proliferation of HRD activities has blurred the distinction between what is truly needed by the organisation to improve its performance and what is desired by employees as a "perk" or benefit.

Hence, even though there is a climate for the HRD function, its continued existence depends on whether organisations regard it as contributing to its efforts in providing products and services to clients and customers or as unnecessary but tolerated overheads.

For its survival, the HRD function has to meet organisational needs in order to enjoy the same credibility as other non-revenue generating functions that have established themselves as necessary to organisational performance like quality assurance, finance, and human resources.

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Needs Analysis Cycle

Each function in an organisation exists to provide solutions to the identified needs of the organisation. The needs identified specify the type of results desired--objective--which in turn provide the criteria for the selection of solutions. The solutions implemented lead to certain results obtained (See Figure 1).

If the results obtained coincide with the results desired, the solutions can be retained as the need is met. If the results obtained are less than what is expected then the solutions must be changed or modified and the results of their subsequent implementation are further measured to see whether the deficiency still exists. The same needs analysis process cycle can be applied to any function, including training and development.

Desired Needs and Results

Results desired imply value to the organisation. It is when the results obtained meet or exceed the results desired that an organisation derives value and benefit from training and development efforts. (See Figure 2). Needs help to define results more clearly.

For example, if the result desired (objective) at the end of training is that participants should be able to tie a bowline knot in one minute, the natural question is "Why do they need to be able to do that?" If they are training to be fire fighters, when rescue is urgent, then the ability to tie such a knot at that speed would be necessary.

We may be able to write technically correct objectives but if they do not serve a purpose, that is, meet a real need, then the training is a questionable activity. Hence, needs analysis and determination serve a valuable purpose in any endeavour and this applies to training and development efforts as well.

Desired Results and Solutions

The discipline required in establishing the results desired before looking for alternative solutions can often lead to more productive performance. It is more difficult to pinpoint needs and specific results desired than to suggest alternatives.

Each department or division within an organisation can offer suggestions within their areas of specialisation to address a need--human resources on manpower; engineering on machines, equipment, and processes; quality assurance on materials and goods; and finance on monetary resources and costs.

One of the difficulties in needs analysis and objective setting is that solutions or alternatives are sometimes mistaken for needs and objectives. For example, it is not uncommon to hear someone in the organisation urging that "We should have a communication course because we need it. The objective is that at the end of the course the participant should be able to communicate better." The real issue is to identify what has gone wrong that we need to communicate better? Better communications may not be the solution to the problem.

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Difficulties in Determining Needs

Needs can be real. They can be assumed or they can be created too. Consider the following three typical statements from a training needs interview:

1. "We are going to install an open appraisal system and our managers should be able to handle performance appraisal interviews."

2. "We've got a training problem. Our workers are not safety conscious."

3. "This looks like an interesting new way to do it. It will benefit my staff to go through this QCC programme."

The first statement refers to a real need. It is one basic requirement for the successful implementation of the new appraisal system, besides other measures.

The second declaration of need assumes that training will make workers safety conscious. If the workers are not safety conscious, is it because management itself has not demonstrated safety consciousness? Has management formed safety committees, conducted safety inspections, made safety audits and compiled safety reports?

Safety consciousness implies an attitude of mind for it does not require much skill to wear earplugs, safety shoes and Dec 2007-Jan 2008 Today's Manager 55 check machines before switching them on. Would more training help or is safety consciousness a function of the environment?