Needs Assessment
AGENDA
o
Training Needs Assessment
Methods of Needs Assessment
Industry and Company Overview
Company Strategy
Training and Development
Conclusion
o
Men's Wearhouse- Introduction Video
o
o
o
o
o
Men’s Wearhouse and Needs
Assessment Process
Needs Assessment: What is it?
o
It Helps Determine Whether Training is Necessary
o
It Answers Crucial Questions During the Training
Design Process
o
Is It Really Necessary?
Training and development without
needs assessment
Three Steps of Needs Assessment

Organizational Analysis

Person Analysis

Task Analysis
Step 1: Organizational Analysis
• Determines the
Appropriateness of Training
Given the Companies’
Business Strategy and
Direction
• Determining what obstacles
to transfer of training might
exist in the organizational
environment
Organization Analysis
Is Training is Aligned With Your Business’ Strategy?
o How Might Training Affect our Employees’
Relationship with our Customers?
o How Does this Program Align With the Strategic
Needs of the Business?
Is There Support From Managers and Peers for
Training Activities?
o What Do We Need From Managers and Peers
for This Training to Succeed?
o Will Employees Perceive the Training as an
Opportunity Or A Waste of Time?
Step 2: Person Analysis
• Helps to Determine Who Needs Training
• Determines Employees Readiness for Training
• Identifies what the specific training content should
be
Person Analysis
General








Basic Skills
Cognitive Ability
Reading Level
Self-Efficacy
Motivation to Learn
Need for Feedback
Awareness of training
needs
Career interests & goals
Specific




Existing knowledge about
topic
Existing skill level
(technical, physical)
Current attitudes or
beliefs
Current abilities
(conceptual, analytical)
Needs Assessment
Step 3: Task Analysis
o
The Jobs to be analyzed
o
The tasks that make up those jobs
o
The Knowledge, Skills, Abilities and Other
factors that are required to successfully perform
those tasks
Upper Level
Managers
Job
Incumbents
Middle
Managers
Trainers
WHO SHOULD PARTICIPATE IN
NEEDS ASSESSMENT
Key Concerns - Needs Assessment
 It
is important to get a sample of job
incumbents involved in the needs
assessment because:
◦ they tend to be most knowledgeable
about the job.
◦ they can be a great hindrance to the
training process if they do not feel they
have had input in the process.
Job Incumbents
What Happens If Need Assessment
is not done?
BREAK OUT GROUPS
Job
Incumbents
Mid
Level
mgrs
Upper
Level
mgrs
Trainers
Organizational
Task
Person
In the case of Men’s Wearhouse, in each of the
sections of the needs assessment, what would
you want to know from members of each group?
Methods of Needs Assessment
Subject Matter Experts
Subject Matter Experts (SME’s):
employees, academics, managers, technical
experts, trainers and even customers or
suppliers who are knowledgeable
The people you get the data from!
Methods
Observation
Online
Technology
(Performance
Tracking)
Questionnaire
Documentation
Interviews
Focus Groups
Break Out Groups
• What methods of data collection would
you recommend for a Needs
Assessment of Men’s Warehouse?
• What are the advantages of each
method?
• Are there any disadvantages of each
method to be considered?
Industry and Company Overview
Industry Overview
Declining Industry plagued with financial troubles
o STORES
o Today’s Man
o Barney’s
o C&R
o Anderson Little
o Gentry’s
o NBO
o Hastings
o Kuppenheimer’s
o Brooks Brothers
o BFO
o
Financial Troubles
Baskins Co. files chapter 11
o Today’s Man reports share loss and delays new store
openings
o Brooks Brothers reports $4 million loss
o Edison brothers closes 500 stores and files chapter 11
o Hastings's files chapter 11
o BFO closes 5 stores
o NBO files for bankruptcy protection
o CML group announces the sale of 114 stores
o
Company Overview
o
George Zimmer founded Men's Warehouse in 1973 in Houston, TX USA.
o
Early 1980’s First store & HQ in San Francisco Bay Area, USA.
o
In 1991 Men’s Warehouse opened 85 Stores and went public
o
At the end of 1995, 278 stores in 71 cities in 28 US states
o
1996 increased to 345 stores, while competitors were on the decline
o
Small stores, not located in malls
o
Company Goals
o
Increase Volume
o
Minimize shrink
o
Provide outstanding customer service
o
Provide a high- quality work environment
Men’s Wearhouse Strategy
'Men Buy, Women Shop': The Sexes Have Different
Priorities When Walking Down the Aisles
o
o
o
o
o
o
Women are gatherers. Men are hunters.
“We’ re going to the store and we buy it and we leave because
we want to do something else”
For men, "difficulty in finding parking close to the store's
entrance" was ranked as number one concern
For men, an associate's interest in helping them find an item is
most important, followed by the sales associate's effort in getting
them through checkout quickly
Men were most miffed by employees who were "lazy, i.e., would
not check for additional stock or take you to the item you were
looking for.“
Men and women shoppers
Company Strategy
o
o
o
o
Servant Leadership
Training- Mentorship and “ Touch”
Emphasis on Store Operations
Employees come first
Employees come first
1
Employees
5
2
Shareholders
Customers
Stakeholder
Groups
4
3
Communities
Vendors
Each group assigned one section of a
needs analysis (organization, person,
task).
 Gather information from the Men’s
Wearhouse case that is pertinent to an
organizational, person, or task analysis
which would inform whether training is
needed and if so, what training, for sales
associates.
 What, if any, kind of training does the
needs analysis suggest MW should do?

BREAK OUT GROUPS
Training and Development
at Men’s Wearhouse
George Zimmer talks about Training @ MWVideo
Training and Development
o
o
Training at MW was “Cultural Transmission”
In 1997, MW spent $2million on, 1.6 % of MW payroll.
o
Training done by line managers and senior executives. Managers for
sales training and renewing and maintaining company culture.
o
Meetings all around the year included spiritual renewal, parties, FUN
a. Multi-Unit Manager meeting
b. Suits University and Sales Associate University
c. Suits High
d. Managers Meeting
Cascading down the Hierarchy
Senior Managers
Store Managers
Win-Win-Win Situation
Customers
Achieving
Company Goals
Consultants
Men’s
Warehouse
Reflect back on the results of the needs
assessment and what kind of training it
suggested MW should engage in.
 How do the training needs suggested by
the needs assessment compare to what
MW is actually doing for training?
 Do you recommend any changes? If so,
what?
 Report out

BREAK OUT GROUPS
Men’s Wearhouse Today and
Conclusion
Men’s Wearhouse Today
o
Large expansion
o Employees
o 688 U.S
o 11,500 Full Time
o 117 Canada
o 4,700 Part Time
o 489 Tuxedo Rental stores in U.S.
Competitors
o
o
o
o
Traditional department
stores
off-price retailers
E-Commerce
Jos. A. Bank
o Announced
entrance into the
Tux rental business.
Changing Environment
o
o
o
Younger Market
o Tuxedo Rentals
o 2009’s 3rd quarter - 21% of total sales
o 3 million tux/year
Introduction of suit separates, denim and sportswear.
Trends toward Business casual
o sport coats and slacks
o employee training
Financial Standing
Year
Total
Revenue(millions)
2009
2008
2007
2006
1,972.42 2,112.56 1,882.06
1,724.90
Recognition
o
o
o
o
Ranked 68 on Fortune’s Magazine top 100 best
companies to work for in 2009.
Surveyed random employees
o Job satisfaction
o Employer credibility
o Camaraderie
Institute's Culture Audit
Maintain holiday parties even though spending was
curb to keep employee moral high.
Conclusion
o
Invest in our employee
Adapt to the changing environment
Focus on long term growth
Maintain a culture that promotes teamwork
o
Men's Wearhouse- New Markets Video
o
o
o