CHAPTER FIVE
ANNEXES
T01
Training Guidelines
T02
Training Needs Assessment
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TRAINING NEEDS ASSESSMENT
Training Needs Assessment (TNA) is a process
of gathering data to determine what training
needs exist so training can be developed to
help the organization accomplished its
objectives. Conducting needs assessment is
essential to success of a training program.
Organizations who failed to conduct needs
assessment run the risk of overdoing training,
doing too little training of missing the point
completely.
There are four reasons why the conduct of
TNA is important before training programs are
developed. First, TNA can be a tool to identify
of problem areas in the organization. HR and
management must know what the problems
are so that the appropriate training (if training
is the solution) is required to answer these
organizational problems. Second, TNA can be
used to solicit management support. Support
of management for training programs can be
obtained if HR can show that training can
produce a positive impact in the performance
on the job and making a contribution to the
bottom line. Third, TNA assists to develop data
for evaluation. Conducting needs assessment
can will enable HR and management to
measure the effectiveness of a program.
Fourth, TNA can be used to determine the cost
and benefits of training. Training is usually
looked upon as an expense and not as an
investment of an organization. This usually
happens when HR failed to conduct costbenefit analysis between the cost of not
training conducted versus the cost of training
and its effect(s) to the organization.
Therefore, it is significant to consider these
four reasons in order to develop an effective
training program.
Purposes and Objectives of TNA for OCD
The Training Needs Assessment (TNA) aims to
establish the connection between OCD’s
Vision/Mission and its training activities, and
set the annual training directions by
determining the appropriateness, context and
extent of both organizational and employees’
capability building needs.
Performance
requirements and the knowledge, skills, and
abilities needed by OCD’s workforce are
identified and aligned for the attainment of its
strategic goals, based on RA 10121, through
provision of the right training programs.
Likewise, TNA will identify the “gap” between
performance
required
and
current
performance; explores the cause and reasons
for the gap; and determine methods for
closing or eliminating the gap. Moreover, it
determines non-training needs that will
contribute to performance improvement in the
workplace. Therefore, conducting a TNA is
useful to identify organizational goals and its
effectiveness in achieving these goals; and
identification of gaps between employee skills
and the required skills for effective job
performance.
However, other problems may not be solved
by training. HR and management should be
aware that training is not the panacea for
organizational problems. The purpose of
training is to support the attainment of
organizational goals by developing the
necessary competencies of its employees. It
should not be used as a tool to reward
excellent performance or as motivation to
correct poor performance.
If
policies,
practices and procedures need to be corrected
or adjusted, this is a concern for top
management, not a training concern.
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Types of Analysis
3. Individual Analysis
Needs analysis are classified into three (3)
levels:
1.
Individual analysis targets individual
employees and how they perform in their
jobs. Information or data from employee’s
performance review can be used in
determining training program needs is the
most common method. If there is
deficiency in the employee’s performance
review, training can be designed to help
the employee meet the performance
standard.
Organizational Analysis
Organizational analysis examines where
training is needed in the organization and
under what conditions the training will be
conducted. It identifies what knowledge,
skills and abilities (KSAs) that the
employees will need for the future, as the
organization and their jobs evolves or
changes. As for the OCD what are the KSAs
needed by OCD employees to cope with
the requirements of its new mandate
under RA 10121.
Analysis of HR data can indicate areas
where
training
could
improve
performance. After thorough analysis,
training objectives can be determined and
the appropriate training developed.
Survey, interview or tests can also be used
to determine employee training needs.
They can indicate problems they have or
provide
recommendation
to
solve
problems. Interview can be conducted on
an individual or in a group basis.
Guidelines in Conducting Training Needs
Assessment
1.
2. Task Analysis
Task analysis begins with job requirements
and compares employees’ knowledge and
skills to determine training needs.
Analyzing
job
descriptions
and
specifications
provide
necessary
information on expected performance and
the skills needed by employees to
accomplish their work.
A good task analysis identifies tasks that
have to be performed; conditions which
tasks are to be performed; how often and
when tasks are performed; quantity and
quality of performance required; skills and
knowledge required to perform tasks; and
where and how these skills can be
acquired.
The TNA shall be conducted to ensure that
training programs (internal and external)
and other capacity enhancement activities
or interventions shall be connected to
OCD’s Vision/Mission; aligned with the
Organizational Strategic Plans and
Programs; and addresses organizational
and employees’ needs.
2. The TNA process shall likewise consider
non-training interventions that may
provide a positive impact to performance
in the workplace.
3. The conduct of TNA shall be in
collaboration with OCD Central Office
Division Chiefs and Regional Directors.
4. The TNA shall take into consideration the
OCD’s thirteen (13) Core Competencies to
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determine the institutional performance
and competency needs in achieving the
Office’s thrust and direction.
5. The TNA shall be conducted organizationwide by the Human Resource Management
and Development (HRMD) Division, once
every three (3) years to be reviewed yearly
together with the Office’s Planning
Process and as needed.
6. The TNA shall be conducted during office
hours and participated in by target
respondents – Division Chiefs and
employees of OCD Central and Regional
Offices.
7. The TNA report shall be approved by the
Civil Defense Administrator (CDA) before
dissemination of copies to the different
Divisions and Regional Offices.
8. The TNA report shall be the basis of the
HRMD Division and Education and Training
Division in drafting the training plan for its
central and regional employees.
Requisites
1.
The TNA respondents shall cover fifty
percent (50%) plus one (1) of the total
number of employees (permanent and
contractual) of OCD for reliability of data.
2. References
 Previous TNA reports, if any
 OCD Vision/Mission
 Annual Plans and Program
 OCD Thirteen (13) Core
Competencies for Employees
3. TNA Instruments
 Survey Questionnaires
 TNA Summary Report
Training
(Survey)
1.
Needs
Assessment
Tool
The TNA tool is a self-assessment
instrument that allows the respondent to
actually measure the level of competencies
they possess in fulfilling their functions
based on the mandate of their
Office/Division/Section.
2. Employees will conduct their own
assessment based on three (3) categories
namely: (1) Importance Level, (2)
Relevance to Actual Position/Function, and
(3) Knowledge and competency level.
3. Importance Level – DRRM training
programs that an employee needs to
undertake in order to effectively perform
his duties and functions as a Civil Defense
employee.
4. Relevance to Actual Position/Function –
DRRM training interventions that is
significant
to
employee’s
current
position/function.
5. Knowledge/Competency Level – level of
knowledge, skills and abilities of an
employee on different DRRM tools
(Philippine Disaster Risk Reduction and
Management System (PDRRMS), Map
Appreciation, Early Warning System,
Incident Command System (ICS), etc.).
6. Assessment rating for the three (3)
categories are scaled from 1 to 4, which are
particularly described as follows:
Category
Rate
Description
Importance Level
1
Not
important
2
Not so
important
3
Somehow
important
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4
Relevance to
Actual
Position/Function
1
2
3
Knowledge/Comp
etency Level
(Actual)
4
1
2
3
4
Very
important
Not relevant
Not so
relevant
Somehow
relevant
Very relevant
Fair
Knowledge/
Competency
Level
Good
Knowledge/C
ompetency
Level
considered as priority as well as the
employees who will participate in the said
programs. The determination of the
priority training programs and participants
will be based on the average of the
accumulated ratings on the categories.
5. The results will be presented to the OCD
Administrator
for
approval
and
implementation of the training.
Satisfactory
Level
Very
Satisfactory
Level
Procedures and Processing of TNA
Tool
1.
A minimum of 51% of the total workforce
(permanent and contractuals) will be
required to take the survey (TNA Tool) for
a more reliable data.
2. Respondents will be asked to fill out all the
required information in the TNA tool,
which includes its actual responsibilities,
for a better assessment/evaluation by the
evaluators (HRMD OPR)
3. Categories for each training program will
be rated in a scale of 1 (lowest) to 4
(highest) by shading the corresponding
column.
4. Survey forms will be collected and
processed. The results will identify what
DRRM training programs will be
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DRRM TRAINING NEEDS ASSESSMENT
Name:
Salary Grade:
Position:
Designation:
Place of Assignment:
Actual Responsibilities:
Score: DRRM Training Needs Assessment
Importance Level
Relevance to Actual Position/Function
Knowledge/Competency Level
1
Not Important
1
Not Relevant
1
Fair Knowledge/Competecy
2
Not so Important
2
Not so Relevant
2
Good Knowledge/Competency
3
Somehow Important
3
Somehow Relevant
3
Satisfactory
4
Very Important
4
Very Relevant
4
Very Satisfactory
Importance Level
1
2
3
4
Relevance to Actual
Position/Function
1
2
3
4
DRRM TRAININGS
Philippine Disaster Risk Reduction
and Management System (PDRRMS):
provides a background of the
country’s disaster risk profile;
Republic Act 10121; NDRRM
Framework; Sectoral Approach; and
DRRM Four (4) Thematic
Areasrequirement for management
and operations no longer exist.
Map Appreciation and Risk/Hazard
Mapping: provides knowledge on
how to interpret scientific-based and
locally driven maps and utilize these
maps for DRRM Activities such as
Contingency Planning and Risk
Assessments
Early Warning System: provides an
understanding of early warning
system: from its development,
dissemination to implementation.
Incident Command System:
interdisciplinary and organizationally
flexible response system designed to
be used or applied from the time an
incident occurs until the requirement
for management and operations no
longer exist.
Knowledge/Competency
Level (Actual)
1
2
3
4
Rapid Damage Assessment and Needs
Analysis (RDANA): provides a quick
“snapshot” of the disaster situation. It
determines the type and extent of
damages brought about by a disaster,
including its secondary threats, the
critical needs of the effected
population, and the local response
capabilities.
Post Disaster Needs Assessment:
multi-sectoral and multidisciplinary
structured approach for assessing
disaster impacts and prioritizing
recovery and reconstruction needs.
Contingency Planning: a management
process that analyzes specific
potential events or emerging
situations that might threaten society
or the environment and establishes
arrangements in advance to enable
timely, effective and appropriate
responses to such events and
situations.
Community-Based Disaster Risk
Reduction and Management: process
of disaster risk reduction and
management in which at-risk
communities are actively engaged in
the identification, analysis,
treatment, monitoring and evaluation
of disaster risks in order to reduce
their vulnerabilities and enhance
their capacities and where the people
are at the heart of decision-making
and implementation of disaster risk
reduction and management activities.
Other DRRM-related training needs not included in this survey:
Note:
Importance Level: DRRM training programs that employees need to undertake in order to perform
their duties and functions as Civil Defense employees.
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