Needs Assessment Strategies, Research Paper Example

Abstract

This paper contrasts and compares strategies, tactics and instruments or tools that are required in order to perform a ‘Needs Assessment’ in order to improve business performance. The paper is structured into four distinct parts: (1) Introduction (2) Examination of different strategies and methods (3) Tactics and Approaches (4) Concluding remarks. The paper addresses the question of why ‘Needs Assessments’ of this nature are an important part of managerial practice in business today.

Introduction

The concept of Needs Assessments is the provision of a “systematic process in the determination of the size and gap between that of current knowledge, skills, attitudes, performances and situations” (Davis, 2010). When performing or carrying out a Needs assessment you will need to develop a framework that will answer the following basic questions. Essentially the Who, What, When, Where and How approach.  For example:

Types of need assessment strategies:  There are numerous types of need assessment strategies and these might include such examples as follows:

• Audits
• Standard Assessment Exercises
• Interviews
• Knowledge questions
• Focus groups
• Questionnaires
• Observations,
• Reflective studies
• Government surveys

Examination of different strategies and methods

There are a number of different strategies and approaches in order to conduct or carry out a Needs Assessment.  The following approaches are reviewed:

Existing data approach:  This is where a large volume of existing data is already available.  An example being that of a community data that is collected by Government agencies for surveys and analysis.  The US Census Bureau is an excellent example of this source of data.  The table below describes the Advantages, Disadvantages and Usefulness of this kind of strategic approach:

Attitude survey approach: This survey approach tests the attitudes from a broad range of participants. This is accomplished by the means of a questionnaire that can be very difficult to construct. A considerable amount of technical skill is required in the formulation of the questionnaire in order to obtain the right degree of balance and perspective.

Key informant approach:  The gathering of key information from different subject matter experts allows the use of situational analysis. This approach can be used in conjunction with other needs assessment strategies. “The approach requires the identification of a select group of formal and informal leaders, influential leaders and experts” (Doll-yogherst, 2010).

Community forum approach:  The gathering of information from local community forums enables a wide range of data and opinions to be gathered from local groups on specific subject matter. This method is both easy to set up and administer but it may have only limited benefits from it’s’ use.

Focus group approach:  Essentially a group of people brought together in order to obtain information about a specific subject matter. A typical focus group size may consist of between 6-10 people and composed of different people who may represent the population of the segment under review. These are normally short intensive sessions lasting around 1-1.5 hours with a focus group facilitator moderating the sessions and asking open ended questions to stimulate the discussion.

Internal audit assessments:  These provide the ability to conduct assessments on important review subjects.  For example: review of employee pension schemes, equity in salary and remuneration schemes, employee benefit schemes etc.  Audits often have a set of benchmarks upon which measurement criteria is made.  Assessment being to levels of compliance in performance and quality.  Processes may also be examined from an efficiencies perspective to determine whether there are any redundancies or further streamlining would prove useful.

A look at techniques

Use of questionnaires:  “There is no single “one size fits all” questionnaire that can serve this purpose” (Teramis, 2009). The Needs Assessment questionnaire should be designed in order to provide the stakeholders with the initial scope and objectives from the business point of view. These instruments are also useful to obtain buy-in from the management team “If you are conducting a public seminar within a company, sending a needs assessment questionnaire to managers ahead of the training will make you look like a polished professional” (Ecker, 2010).

Interviews: Interviews are a good means for carrying out data collection. The first step is to draw up a list of those persons being interviewed. The reasons and objectives of the interview. Consideration of any sensitivity that may be involved. Next put forward a planning schedule of time, place and appointment of the interview. Decide upon whether the interview should be formal or informal. Senior Management interviews are almost always formal. Ensure that an agenda is produced and issued prior to the commencement of the interview, showing timings of start, events, and completion. Ensure that interviews are conducted in private and there are no distractions. Before commencement ensure that the interviewee is properly oriented and made to feel relaxed. “The more candid about the purpose, then the better information you will collect” (Lawson, 2010)

Three types of organization needs assessments

• Strategic Needs Assessment
  • Examining those needs considered  external to the organization
  • Alignment of societal goals with organizational objectives

• Tactical Needs Assessment

• • Focus on organizational performance and contributions
  • Aligns organization objectives with its’ projects

• Operational Needs Assessment

• • Looks at individual or team performance
  • Brings projects in alignment with individual performance
  • Helps in the development of  learning plans

Tools available:  The following list is an example of the tools available for facilitating Needs Assessment Strategies:

• Focus Groups – DACUM
• Focus Groups – Delphi
• Focus Groups – Nominal
• Focus Groups – Straw Votes
• Interviewing
• Task Analysis
• Cognitive Task Analysis
• Card Sorts
• Tabletop analysis
• SWOT + Causal Utility
• Dual-response surveys
• Johari Window
• Concept mapping
• Fault Tree Diagrams
• Fishbone Diagrams
• Multi-attribute Utility Analysis
• Force Field Analysis
• Risk and Resilience Analysis
• Scenarios
• Systematic Document Review
• Performance Observation
• Guided Expert Review

Tools examples

The Johari window

A very useful matrix diagram. Shows human interaction and personal awareness divided into four distinct types.  Open, Hidden, Blind and Unknown.

“The “open” quadrant represents things that both I know about myself, and that you know about me” (Yen, 1999).  Whereas the blind quadrant is things that you know about me that I am unaware of. The hidden quadrant is items I know about myself that you do not know and finally the Unknown is things that I do not know about you or me.

Swot analysis

A simple quadrant diagram that sorts information out into four distinct types. Strengths, Weaknesses, Opportunities and Threats, hence the term SWOT.  It is similar in design and construction to that of a PEST Analysis that examines Political, Economic, Social and Technology into a quadrant analysis.  It is a useful strategic diagram to examine the positive and negative influences and information gathered.

Fishbone diagrams

The Fish Bone diagram is used in order to examine cause and effect information.  It addresses a core problem. It’s really a team brainstorming tool that may be used in focus groups in order to examine the causes of a problem.  It is one of the tools used for the concept of root cause analysis.  In this example the fishbone show four causes relative to the problem under review and the effects relating to each of these.

Forcefield analysis

The object of Forcefield analysis is to show the driving forces (+) and the constraining forces (-) that are the dynamics of a particular problem.  For example: Quitting Smoking.  A driving force to quit might be the high risk of getting lung cancer or other serious health problems. A negative constraining force might be a habitual bond to the practice and enjoyment of smoking.  You can also identify what is known as polarizing forces where a change in one force creates and equal and opposite effect in the change of another. This analysis is extremely useful in the examination of the dynamics of a problem.  The diagram to the right illustrates how this might be used in the determination of a change condition.

Concept diagrams

A concept diagram is essentially a simple chart that enables you to convey or conceptualise a specific problem. The object being to convey to the reader a central theme or idea.  That’s it really!

The simple example to the right illustrates the concept of honey bees and the relationship and types within that community.

Fault tree diagrams

These are techniques that are often used for the analysis of large and complex systems. They are particularly useful to obtain analysis where there are significant redundancies and therefore facilitate streamlining. The events are easily modelled and are often used in change management and business transformation projects. The example diagram here illustrates that of dealing with the consequences of an explosion.

Multi attribute utility analysis

Essentially used as part of the decision making toolbox. It is a powerful tool that can be used for material selection and as such is widely used in the Engineering industry. It assists in the decision making analysis with the ability to make effective choices.

Scenario and mind maps

These diagrams enable you to structure your thoughts into a logical representation and order. They take a core theme like in the ample above. Why change a Business Strategy?  This then expands out to four concepts that addresses or answers this problem. You can then subsequently add further thoughts by attaching groupings of ideas to that particular analysis box.  This is often useful for mapping out a specific process and has a variety of applications including Needs Assessments.

Conclusion

Why are needs assessment an important part of managerial practice today?

Needs Assessments serve a variety of applications but can be particularly useful in running effective workshops. By carefully asking the right questions you can construct an effective needs assessment plan.  The concept of participant observation has been widely adopted in the Health and Medical profession. Patient observation “enables one to view the unique interaction of given members directly, rather than serving as an outside observer” (Campbell, 2005).

Preservation surveys are another important part of the needs assessment practice. With particular emphasis on the use of surveys “A preservation needs assessment identifies problems. More important, it results in recommendations for strategies and actions that address the problems. This assessment should be part of a larger planning process” (Call preservation, 2010).

Learning Needs assessments have become paramount in the Education and Training sector “Learning needs assessment is a crucial stage in the educational process that leads to changes in practice, and has become part of government policy for continuing professional development” (Grant, 2002)

Works Cited

Call preservation. (2010). Preservation Needs Assessment. Retrieved 9 11, 2010, from Call preservation: http://www.calpreservation.org/management/needs-assessment.html

Campbell, G. G. (2005). Needs and capacity assessment strategies for health education and health . In G. G. Campbell, Needs and capacity assessment strategies for health education and health (pp. 1-127). London: Jones & Bartlett.

Davis, D. (2010, 1 1). Needs Assessment. Retrieved 9 11, 2010, from KT Knowledge Base: http://ktclearinghouse.ca/knowledgebase/knowledgetoaction/action/interventions/strategies/needsassessment

Doll-yogherst, D. (2010, 1 1). Key Informat Approach. Retrieved 9 11, 2010, from Program Planning: http://docs.google.com/viewer?a=v&q=cache:74N86kUenbUJ:www.uwex.edu/ces/pdande/progdev/pdf/keyinform.pdf+KEY+INFORMANT+APPROACH&hl=en&gl=ca&pid=bl&srcid=ADGEESh4oHQe3lhQT1JeM5Cn6XNwRNM3Z6XFIE0c4vNmmYfrkm2x35kmusHT9z5RhPrEMd1PmZdKerY14nECcnoUmHgTMz2ZixP4OO

Ecker, J. (2010). Why Needs Assessment Questionnaires Are Important. Retrieved 9 11, 2010, from Ezine: http://ezinearticles.com/?Why-Needs-Assessment-Questionnaires-Are-Important&id=4920982

Grant, J. (2002, 1 19). Learning needs assessment: assessing the need. Retrieved 9 11, 2010, from BMJ: http://www.bmj.com/content/324/7330/156.full

Lawson, K. (2010). Success in Needs Assessment Interviews. Lansdale PA: Winning Trainer.

Teramis. (2009, 3 10). Sample Questionnaires for Training Needs Analyses. Retrieved 9 11, 2010, from Directory Journal: http://www.dirjournal.com/guides/sample-questionnaires-for-training-needs-analyses/

Yen, D. H. (1999, 4 26). Johari Window. Retrieved 9 11, 2010, from NooGenesis: http://www.noogenesis.com/game_theory/johari/johari_window.html