Systematic Competency Based Training Needs Analysis …ieomsociety.org/ieom_2016/pdfs/8.pdf · Systematic Competency Based Training Needs Analysis (SCTNA) Dr. Hakan BUTUNER Didem
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
Systematic Competency Based Training Needs Analysis (SCTNA)
Dr. Hakan BUTUNER Didem HACIPASAOGLU
(Industrial Management and Engineering Co., Istanbul, Turkey)
Abstract: There are some features that employees must have for accomplishing the requirements
of their jobs. Competency based training needs analysis is dealt with the identification of the trainings that
must be taken by the employees based on the comparisons of the required features and existing
competencies of them.
That project should not only upgrade the suitability of the employees’ behaviors to the organization
but should also help reaching the goals of the organization. By paying attention to the existing jobs, values
and career paths of the individuals, upgrade the employees’ knowledge, abilities and competencies and
provide the necessary behavioral changes. This paper outlines a systematic methodology for competency
based training needs analysis.
Key words: training, competency, competency based training, training needs analysis, systematic,
systematic training needs analysis
1. Introduction to SCTNA
There are some features that employees must have for accomplishing the requirements of their
jobs. Competency based training needs analysis is dealt with the identification of the trainings that must be
taken by the employees based on the comparisons of the required features and existing competencies of
them.
That project should not only upgrade the suitability of the employees’ behaviors to the organization
but should also help reaching the goals of the organization. Why should we need training?
Increasing competencies.
Increasing performance.
Understanding the strategies and goals of the company.
Meeting the expectations of the customers.
Developing new products.
Developing career plans.
Redesigning the job contents.
By paying attention to the existing jobs, values and career paths of the individuals, upgrade the
employees’ knowledge, abilities and competencies and provide the necessary behavioral changes.
This paper outlines a systematic methodology for competency based training needs analysis
Proceedings - International Conference on Industrial Engineering and Operations Management, Kuala Lumpur, Malaysia, March 8-10, 2016
These competencies are necessary for all employees independent from their positions and titles.
These competencies can be different according to the company (department) and its industry. Some basic
competencies are given above.
Managerial competencies are understood by investigating the job analysis and job descriptions.
These competencies are determined through the identification of middle and top level managers’
requirements. These competencies should be unique for the company (department.) Some managerial
competencies are given above.
The competencies that should be necessary for the leadership positions, such as team leaders, of
the company (department.) They should also have basic competencies such as effective communication for
being an effective leader for their team. Some leadership competencies are given above. Although technical competencies are “must” for all the employees in the company, they can
change rapidly from level to level or from department to department. While marketing department requires
information about the product and market, product department requires information about process/process
management.
Significant points that must be considered while clarifying the competencies are:
Focusing on the main facilitating area of the company.
While basic competencies are identified, organization must be regarded not individuals.
While clarifying the leadership, managerial and technical competencies, a sharp discrimination
must not be done.
4.3 Clarify Position and Individual Based Competencies & Relate to Company (Department)
Characteristics Human resources department decides at what degree competencies are necessary for the related
positions. This is done for every position.
Individual competencies are determined by a survey that is applied to all employees. The aim of
this survey is to identify the required competency levels for the employees. Based on the strengths and
weaknesses of the employees, the competency level gaps are determined.
After determining the sub competencies in the second step, we develop the behavioral indications
of these competencies that help us establishing the content of training programs. An example form is given
Proceedings - International Conference on Industrial Engineering and Operations Management, Kuala Lumpur, Malaysia, March 8-10, 2016
Table 5: Position and Competency Matrix
(Source: Author)
The survey determines the required level of competencies for each position:
A: Absolutely Necessary
E: Especially Necessary
I: Important
O: Ordinary
N: Not Necessary
Individual surveys can also be named as individual based competency inventory. After identifying
the competencies for each position, then find out the individuals capabilities and their gaps w.r.t the
required competencies by investigating their strengths and weaknesses. 4.4 Develop Training Programs The main purpose of this step is to fill the required competency levels through deploying the
necessary trainings. Based on the detected weaknesses of the employees due to the required competency
levels, annual competency based training plans are set.
After matching the training programs to the desired competencies, time plans, budgets, and
contents of the programs are determined. Every competency asks a different training program. At the end of the individual and positional
analysis, training plans are developed for each department and employee (Table 6.) The last part of this section is related with forming the contents of training programs. Form that can
be used for each training title is shown in Table 7.