The needs-assessment process can be as detailed and involved as needed or desired
Many factors must be taken into consideration, including time, money, number of people involved, resources available, and so forth. A full-blown needs assessment is both time-consuming and costly. Frankly, few organisations are willing to make that kind of investment. A typical alternative is to conduct an abbreviated form of needs assessment, using only two or three methods.
Whom to Assess
The people assessed depend on the goal and the required depth of the assessment. Consider the following categories of people and then decide which groups to target as data sources.
Types of Information
Methods
Quantitative (In-Depth)
• Multitiered approach
• Surveys
• Observation
• Interviews
• Focus groups Document reviews
Qualitative (Micro)
• Interviews
• Focus groups
Scope
Quantitative (In-Depth)
• Widespread organisation involvement
• Broad-ranging objectives
Qualitative (Micro)
Fewer people involved Short-term focus
Length
Quantitative (In-Depth)
Several months to a year
Qualitative (Micro)
Few days to a week
Cost
Quantitative (In-Depth)
Expensive
Qualitative (Micro)
Inexpensive
Focus
Quantitative (In-Depth)
- Linked to defined outputs
- long-term
Qualitative (Micro)
Immediate, quick results
Exposure / Visibility
Quantitative (In-Depth)
High profile and risk
Qualitative (Micro)
Lower risk
Senior Management. To get a clear picture of the problem and its business impact, start with senior management. Ask more strategic questions that address the direction of the organisation as well as anticipated industry changes. In other words, start with an organisational context. If you are an internal consultant, you should already have a good idea of the issues driving the need for training. If you are external, you will probably need to do some research first and then ask specific questions to gain better insight into the organisational issues that can be addressed through training.
Questions that will help you gain a better understanding of the organisation’s business needs include:
- What is the vision of the organisation?
- What is the mission of the organisation?
- What are the primary goals and objectives, both short-term and long-term?
- What organisation or industry issues are driving the need for training?
- What is your most critical concern right now?
Target Population. It is also important to identify the target population, those who will receive the training. Often, they are overlooked. They should be contacted to find out both their perceived and real training needs. If they are not consulted, it is unlikely they will have a sense of ownership or “buy-in,” and they will most likely approach the training experience with resistance and resentment.
Target Population’s Managers. Those who manage members of the target population are a critical source of data because the purpose of the training is to help the line manager solve a business problem or meet a business need. These business needs may include improved productivity, decreased errors, fewer accidents, increased business, decreased turnover or absenteeism, or fewer customer complaints.
Direct Reports. When the target population consists of managers or supervisors, good sources of data are those who report to these people. Direct reports can often provide valuable insight into the skills that managers and supervisors need to improve.
Co-Workers or Peers. More and more organisations are using 360- degree feedback as part of their assessment process, providing employees with performance feedback from multiple sources. Talking with or surveying the target population’s co-workers or peers, for example, can provide valuable insight into the skills necessary for a successful team environment. The more organisations that use cross-functional teams, the more critical the need becomes to involve other team members in the assessment process.
Human Resource Personnel. The human resources (HR) department is probably the best source of records and documents. It, of course, will have data on turnover, grievances, safety violations, and so forth, as well as performance appraisals and the like. The HR professionals can also provide interesting insight into the organisation’s culture.
Vendors. Vendors are a good source of qualitative data. They can share their perceptions of the organisation or specific departments with which they interact, plus give some valuable insights into industry standards and practices.
Customers (Internal and External). Customer surveys provide quantitative data that can help pinpoint specific deficiencies, that is, gaps between desired and actual behaviour. Survey data will provide information on the level of satisfaction relative to customer-service practices, the quality of the product or service, and delivery systems.
Competitors. Published competitor data such as sales results, market share, stock prices, and financial reports help identify the organisation’s position in relation to its competitors and help to pinpoint areas for improvement. Gather these data from an organisation’s annual report or from trade publications.
Industry Experts or Observers. Industry experts have their thumbs on the pulse of the business in which your organisation is engaged. They identify trends and industry standards against which your organisation can measure itself. Experts may be identified through trade publications, where they may have written about the industry or may have been cited by others as experts in the field. One can also learn about and from experts by attending their sessions at professional conferences and “surfing the Internet” for appropriate websites.