Human Resource Development:
Managing Learning and Knowledge Capital
Chapter 4
HRD Needs Investigation:
An overview
Copyright © 2010 Tilde University Press
The importance of HRDNI
• Only systematic way of deciding
– Whether a HRD solution is required
– The most appropriate HRD solution
• Links HRD to the organisation’s strategic plan
• Identifies whether staff have sufficient skills and
knowledge
• Minimises waste of resources, such as staff time
• Maximises potential benefits of the learning
interventions
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HRDNI defined
• Identifies the gap – expected vs actual
• Four categories
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Performance deficiency
Diagnostic audit
Democratic preference
Pro-active analysis
• May have multiple meanings
– One-off investigation
– Ongoing surveillance
– Scanning of future problems and challenges
• Must do a General Needs Analysis first
– If a HRD issue, then do a HRDNI
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The HRDNI identifies
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The content and learning objectives
The population
The resources needed
The context and organisational politics
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Two levels of HRDNI
• Surveillance level
– Continually survey the internal and external
environment
– Organisational strategic plan
– HRD strategic plan
– The internal environment
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Quality control system and safety reports
Financial control system
Staff turnover and sick leave
Performance appraisal system
Managerial observation
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Two levels of HRDNI (cont)
• The investigation level – when surveillance stage
indicates a possible issue
• Data gathering
– Interviewing and focus groups (see Chapter 6)
– Organisational records, observation, assessment centres
• Data analysis
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Quantitative and qualitative techniques
Learning objectives – terminal behaviour, Standards, Conditions
Competencies
Learning outcomes
Other components – e.g., target population
• Pivotal nature of learning objectives
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Investigation plan
• Operational base
• Authority base
• Key role players
– Initiator
– Decider
– Loose connections
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Other sources of information
Investigation methods
Time frames
Allow time to analysis and writing report
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Selecting a HRDNI method
• The strategic orientation
• Advantages and disadvantages – see Table 4.2
• Initial impressions not always accurate
– Organisational politics
– Espoused theory vs theory-in-action
– Organisational defence mechanisms
• The above 3 cannto be dismissed – but cannot
be ignored either
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The HRDNI report
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Reason for conducting
Describe the investigator
Describe processes used
Define the learner population
Define learning outcomes and learning objectives
Justify the design learning experiences needed
Note information that can be used in the learning
experience
• Plan the evaluation
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The need for the HRDNI
• Often not done, because:
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Can be difficult and time consuming
Action is valued over research
More attractive options (e.g., fads)
Lack of senior management support
• Cannot hide from the strategic imperatives
• Important underlying precepts of HRDNI
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Is a dynamic and continuous process
The investigation stage must satisfy a demand
Invest to insure subsequent action is more efficient & effective
Decreases the risk of inappropriate action
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