CHAPTER FOUR
The Needs Analysis
Process
© 2013 by Nelson Education Ltd.
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LEARNING OUTCOMES
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Define needs analysis and describe the needs analysis
process
Define and explain how to conduct an organizational, task,
and person analysis
Define and describe the purpose of a cognitive task analysis
and a team task analysis
Describe the process of determining if training is the best
solution to performance problems
Describe the different methods and sources for conducting a
needs analysis
Describe the obstacles to conducting a needs analysis and
how to overcome them
© 2013 by Nelson Education Ltd.
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INSTRUCTIONAL SYSTEMS
DESIGN MODEL
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NEEDS ANALYSIS
A process to identify gaps or deficiencies in
employee and organizational performance
 Goals:
• Identify differences between what is and what
is desired or required in terms of results
• Compare the magnitude of gaps against the
cost of reducing them or ignoring them
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NEEDS ANALYSIS
PROCESS
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NEEDS ANALYSIS
PROCESS
Four Steps
Step 1: A concern
 Sometimes referred to as an itch or a pressure
point, something that causes managers to
notice it
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NEEDS ANALYSIS
PROCESS
Step 2: Importance
 Is it central to the effectiveness of the
organization?
Step 3: Consult stakeholders
 Involve stakeholders who have a vested interest in
the process and outcomes of the needs analysis
process
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NEEDS ANALYSIS
PROCESS
Step 4: Data collection

Collection of information from three levels of
analysis
I. Organization
II. Task
III. Person/Employee
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NEEDS ANALYSIS
OUTCOMES
 Clarifies nature of performance gaps
 Determines if training and development is
necessary
 Identifies where (what/for who) training and
development is necessary
 Specify training objectives and design training
programs
 Develop measures for training evaluation
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ORGANIZATIONAL
ANALYSIS
Study of the entire organization including its
strategy, environment, resources, and context
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ORGANIZATIONAL
ANALYSIS
1. Strategy
Consists of an organization’s mission, goals, and
objectives such as a dedication to quality or
innovation
Strategic training: Alignment of an organization’s
training needs and programs with the organization’s
strategy and objectives (SHRM)
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ORGANIZATIONAL
ANALYSIS
2. Environment
 Can profoundly affect what is offered and trainee’s
receptiveness to training
 New technologies, laws, competitors, recessions,
and trade agreements
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ORGANIZATIONAL
ANALYSIS
3. Resource analysis:
 Identification of the resources available
 Required to design and implement training and
development programs
4. Context climate: Collective attitudes:
 Employees toward work
 Supervision
 Company goals
 Policies and procedures
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ORGANIZATIONAL
ANALYSIS
5. Training transfer climate:
 Characteristics that can either facilitate or inhibit the
application of training on-the-job
6. Learning culture:
 Members of an organization believe that knowledge
and skill acquisition are part of their job
responsibilities
 Learning is an important part of work life in the
organization
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TASK ANALYSIS
Process of obtaining information about a job by
determining the duties, tasks, and activities
involved and the knowledge, skills, and abilities
required to perform the tasks
 Job
 Task
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TASK ANALYSIS
Six steps:
1. Identify the target jobs
2. Obtain a job description
3. Develop rating to rate the importance of each task
and the frequency that it is performed
4. Survey a sample of job incumbents
5. Analyze and interpret the information
6. Provide feedback on the results
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TASK ANALYSIS
 Job description:
• Statement of tasks, duties, and responsibilities
• Lists the specific duties carried out through the
completion of several tasks
• Rapid change has led to development of
competencies in job descriptions
• Competency:
– Cluster of related knowledge, skills, and abilities
that enables the job holder to perform effectively
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COGNITIVE TASK
ANALYSIS
Set of procedures that focus on understanding
the mental processes and requirements for
performing a job
 Differs from traditional task analysis in that it
describes mental and cognitive activities that are
not directly observable, such as decision making
and pattern recognition
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TEAM TASK ANALYSIS
Analysis of tasks of the job, as well as the teambased competencies (knowledge, skills, and
attitudes) associated with the tasks
 Differs from traditional task analysis:
• Interdependencies of the job, skills required for
task coordination, and cognitive skills required
for interacting in a team must be identified
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PERSON ANALYSIS
Process of studying employee behaviour to
determine whether performance meets standards
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PERSON ANALYSIS
Three-step process:
1. Define the desired performance
2. Determine the gap between desired and actual
performance
3. Identify the obstacles to effective performance
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BARRIERS TO EFFECTIVE
PERFORMANCE
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DETERMINING SOLUTIONS TO
PERFORMANCE PROBLEMS
Mager & Pipe’s Performance Analysis Flowchart for
Determining Solutions to Performance Problems
 Identify root cause of performance problem and
choose right solution
 May or may not include training and development
See Figure 4.2 on p. 117
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IS TRAINING BEST
SOLUTION?
 It is just one solution for managing performance
problems
• Other solutions may be more effective
 If training is identified as best solution:
• Effectiveness can be compromised due to other
factors
• Costs and benefits must also be considered
before final decision is made
 A needs analysis will identify best course of action
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NEEDS ANALYSIS
METHODS
Nine Methods (Steadham)
1.
2.
3.
4.
5.
6.
7.
8.
9.
Observation
Questionnaires
Key consultation
Print media
Interviews
Group discussion
Tests
Records and reports
Work samples
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NEEDS ANALYSIS
SOURCES
 Employees and managers
 Subject-matter experts
 Professional shoppers
 Computer-based analysis
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OBSTACLES
 Not rewarded for taking the time (and money) to
conduct
 Feel that they can accurately identify training
needs and that more analysis is a waste of time
and money
 Managers may even have their own agendas
 Cost and time are often viewed as constraints
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SUMMARY
 Introduced the needs analysis process: the first step
in ISD model
 Identified three levels of needs analysis
(organization, task, and person)
 Identified the process for determining solutions to
performance problems
 Highlighted data collection methods and sources of
information for needs analysis
 Discussed obstacles to conducting needs analysis
© 2013 by Nelson Education Ltd.
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