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2
Benefits of Needs Analysis
Decision Making
Continuous Improvement
Facilitate Transfer
Intrinsic Reward / Satisfaction
Credibility and Influence
Justification / Job Security
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Session Topics
Levels of Analysis
Outcome Analysis
Culture Analysis
Performance Analysis
Competency Analysis
Learner Analysis
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Levels of Analysis
Results – outcomes, impact on the larger group(s)
or organization(s); what overall results are needed?
Behavior – application, transfer; what should
people do differently (to achieve the desired results)?
Learning – knowledge, skills, attitudes; what do
people need to learn (in order to change their behavior)?
Reaction – customer satisfaction; what are
people’s preferences (and what is needed for learning)?
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Outcome Analysis
Investor – Financial Performance ROI/A/E/S,
Cash Flow, Cost Control, EPS, Profitability, Stock Price
Market – Brand, Competitive Advantage, Revenue,
Share, Stakeholder Relationships, Sustainability/CSR
Customer - Innovation, Process/Product/Service
Quality, Retention, Satisfaction, Speed, Value/Cost
Employee – Development, Engagement,
Productivity, Retention, Satisfaction/QWL, Wellbeing
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Culture Analysis
Mission – Vision, Strategic Direction & Intent,
Goals & Objectives
Adaptability – Customer Focus, Creating
Change, Organizational Learning
Involvement – Capacity Development,
Empowerment, Team Orientation
Consistency – Core Values, Agreement,
Coordination & Integration
Innovation
Customer
Satisfaction
Financial
Performance
Over Time
Operating Performance
Quality
Employee Engagement
Growth
Collaboration
Direction Innovation
Development
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Outcomes, Culture & Competencies
www.denisonconsulting.com
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Performance Analysis
Expectations – Understand clearly what’s expected,
in terms of results (what) and behavior (how), and priorities?
Barriers/Aids – Structural ability and motivation? Cues?
Information? Job Aids? Processes? Resources? Staff? Time? Tools?
KSA – Personal ability and motivation? Capacity? Fit? Values?
Education? Training? Practice? Feedback? Coaching?
Support – Social ability and motivation? Models?
Manager(s)? Peers? Assistance? Encouragement? Reinforcement?
www.vitalsmarts.com
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Performance (HPI) in Practice
Performance Expectations (2.7%), OD (6.9%)
Process Analysis/Improvements (5.6%),
Tools/Resources (4.9%), K Mgt (3.2%)
Knowledge/Skills (61.4%), Feedback (4.2%),
Talent Management (5.4%),
Support from Others, Incentives (1.6%),
Non-Incentive Motivational Strategies (2.2%), Other (1.8%)
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Competency Analysis
Direction
Innovation
Development
Collaboration
Expertise
DCIDE Competency
Model
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12
Revised Model
www.astd.org
ASTD Competency
Model
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WLP Competencies
Direction (esp. Project Manager) – Driving Results,
Planning and Implementing, Thinking Strategically
Innovation (esp. Professional Specialist) –
Adaptability, Analyzing Needs and Proposing Solutions
Development (esp. Learning Strategist) –
Leveraging Diversity, Modeling Personal Development
Collaboration (esp. Business Partner) –
Building Trust, Communicating Effectively,
Influencing Stakeholders, Networking and Partnering
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Other Competencies
Direction – Accountability, Delegation, Goal Setting,
Leadership/Management, Planning and Organizing,
Project Management, Time/Self Management
Innovation – Change Management, Creativity,
Decision Making/Problem Solving, Process Improvement,
Product Development, Service Quality, Systems
Development – Career Management,
Coaching/Mentoring, Empowerment, Feedback,
Performance Mgt, Recognition/Reward, Selection
Collaboration – Communication, Conflict Mgt,
Customer Service, Influence/Sales, Interpersonal Skills,
Meeting Skills, Negotiation, Partnership, Teamwork
Integrated Talent
Management
Maximize Results
and Motivation
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Learner Analysis
Performer (RS, LP) – action mode; value speed
and tangible outcomes; activities, initiatives, interventions
Changer (RI, RS) – unpatterned method; snippets
of information are “grabbed” and excess is ignored
Perfector (HA, RI) – thought mode; value
understanding; assessment, planning, evaluation
Conservator (LP, HA) – structured method;
prefer logical, consistent, methodical information flows
www.iopt.com
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Trainer’s Institute
Learner Analysis
www.iopt.com
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Content Analysis
RS When – focus on actionable components;
provide interim applications; show fast and big results
RI What (who and where) – provide variables to
mix and match; allow freedom to explore relations
HA Why – explain relationships; examine possible
outcomes in detail; expect challenges; avoid emotion
LP How – identify items to consider; provide
detailed step-by-step instructions; show certain results
www.iopt.com
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Methods
Documents / Records / Reports
Observations / Work Samples
Focus Groups / Interviews
Questionnaires / Surveys
Assessments / Tests
Requests www.visionpoint.com
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Informal Learning
Leader-led Learning – creating a
coaching culture with leaders skilled, focused on coaching
Embedded Learning – use of content and
systems such as job aids, electronic performance support
On-Demand Learning – learner-led
activities such as e-learning and self study using books,
reference materials, videos, and podcasts
Social Learning – collaborative experiences,
social networking, communities of practice, blogs
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