After discussing Rummler & Brache’s Organizational Analysis, we come to the second methodology of doing performance analysis. The Philips Analysis of Needs based on upon the following approach:
In Philips Needs Analysis, individual needs are linked to training needs, the training needs are in turn linked to the job performance needs, which is in turn linked to Business Needs.
Individual/Job holders needs need to be analyzed based on the performance planning checklist discussed under “Planning for Performance Management” post in the blog. It is very important to track individual performance on a weekly basis to be able to understand the progress being made by the individual and this needs to be done by the immediate manager. Deficits if any should be analyzed immediately and caused assigned to the same. We will be discussing “Cause Analysis” in detail in our subsequent blogs. Once Cause Analysis of Performance Deficit has been done it is very easy to find out the training requirement for the individual.
The individual needs then need to calibrated against the training needs.,for example, if the individual needs to be working on projects but is not PMP certified or the person has to be working on balanced scorecard approach but does not know anything about finance, etc. This needs need to tracked and recorded at least once in a month instead of waiting until the performance appraisal cycle to completed and then taking action.
Once the training needs have been identified, they need to be traced against the job needs so that there is complete sync in between individual needs, job needs and training needs. The training needs can be based on skills, knowledge and attitude. We will discussing the same under Kirkpatricks Evaluation level in detail.
The Job Performance Needs as discussed in the previous blogs needs to be based on Business Needs.
The performance planning cycle works best when the planning is done in “Top-Down” manner. The business needs to be penned down first, followed by department/process level performance planning, followed by individual plans. When we talk about Philips Analysis Needs, it works best when we use it to decide the kind of training intervention a individual would require for him to perform better. Whereas “Rummler Brache’s Organizational Level” works best when we are deciding on the objectives as well as when we are tracking performance on three different levels. It is very important to understand the context against which each form of Performance Analysis Techniques can be used to be able to utilize them in completeness.
We will discussing how intricately Philips Analysis Needs and Kirkpatricks Evaluation Level are linked in my next post!
Happy Reading until then!