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Needs Analysis Process: Identifying and Addressing Performance Gaps at Berkeley Lab, Study notes of Business Accounting

University of South Australia (USA)Business Accounting

The needs analysis process used at berkeley lab to identify performance gaps and determine solutions. The process includes describing desired performance, determining current performance, describing performance gaps and causes, and prioritizing solutions. Interviews, observations, and reviews of procedures and self-assessments are used to determine current performance. Causes of performance gaps are categorized as lack of knowledge or skill, lack of information or feedback, lack of will or motivation, unclear expectations, or work environment factors.

Typology: Study notes

2021/2022

Uploaded on 07/05/2022

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Berkeley'Lab'Training'(2/2017)''
Needs'Analysis'Process'
A'needs'analysis'is'a'systematic'set'of'procedures'used'to'determine'the'gap'or'discrepancy'
between'a'present'state'(what'is)'and'a'desired'state'(what'should'be).'The'“Need”'is'the'gap'
between'what'“should'be”'and'“what'is.”'The'purpose'is'to'determine'if'there'is'a'gap'in'
performance,'determine'factors'that'cause'the'gap,'and'identify'possible'solutions.''
'
It'is'practiced'as'a'four-phase'process:'
'
1:#Describe#Desired#Performance#
The'starting'point'is'to'clearly'describe'the'desired'state'of'performance'(optimals).'In'short'it'is'
to'determine'“what'are'the'skills,'knowledge'and'behaviors'needed'to'perform'task'or'job'
effectively?”''
'
STEP'1:'Describe'the'target'group'(supervisors,'activity'leads,'HVAC'technicians,'etc)'
STEP'2:'Describe'the'desired'performance/behaviors'(use'actionable'terms)'
STEP'3:'Describe'regulatory'requirements'that'determine'“Need”''
STEP'4:'Describe'program'or'business'expectations'for'performance'
2:#Describe#Current#performance#(current#state)#
Once'your'team'has'described'the'desired'performance'(and'you'have'concurrence'from'
management,'key'stakeholders),'the'next'step'is'to'determine'what'the'actual'performance'is'
(in'the'workplace).'This'can'be'achieved'by'performing'one'or'more'of'the'following'based'on'
judgement'of'group.'
'
Ø Interviewing'subject'matter'experts'to'determine'current'performance'levels'
Ø Interviewing'supervisors'to'determine'current'performance'levels'
Ø Interviewing'and'observing'work'(or'work'outputs)'of'representatives'of'target'audience''
Ø Reviewing'procedures'and'regulations'to'determine'performance'expectations'
Ø Reviewing'relevant'Self-Assessments,'Reports,'lessons'learned,'near'misses,'etc,'for'
evidence'of'performance''
1:
Describe'the'
desired'
performance
2:
Determine'
current'
performance
3:
Describe'
peformance'
gaps'&'causes
4:
Identify'
solutions
pf3

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Needs Analysis Process

A needs analysis is a systematic set of procedures used to determine the gap or discrepancy between a present state (what is) and a desired state (what should be). The “Need” is the gap between what “should be” and “what is.” The purpose is to determine if there is a gap in performance, determine factors that cause the gap, and identify possible solutions. It is practiced as a four-phase process: 1: Describe Desired Performance The starting point is to clearly describe the desired state of performance (optimals). In short it is to determine “what are the skills, knowledge and behaviors needed to perform task or job effectively?” STEP 1: Describe the target group (supervisors, activity leads, HVAC technicians, etc) STEP 2: Describe the desired performance/behaviors (use actionable terms) STEP 3 : Describe regulatory requirements that determine “Need” STEP 4 : Describe program or business expectations for performance 2 : Describe Current performance (current state) Once your team has described the desired performance (and you have concurrence from management, key stakeholders), the next step is to determine what the actual performance is (in the workplace). This can be achieved by performing one or more of the following based on judgement of group. Ø Interviewing subject matter experts to determine current performance levels Ø Interviewing supervisors to determine current performance levels Ø Interviewing and observing work (or work outputs) of representatives of target audience Ø Reviewing procedures and regulations to determine performance expectations Ø Reviewing relevant Self-Assessments, Reports, lessons learned, near misses, etc, for evidence of performance

Describe the desired performance

Determine current performance

Describe peformance gaps & causes

Identify solutions

3 : Describe performance gaps and causes Now that your team has a clear picture of the performance expectations and the current state of performance it’s time to describe the gaps and causes as well as the consequence of poor performance, the difficulty to correct and criticality. The following table provides an example for this process: Performance expectation Gap (Need) Causes Consequence Difficulty to correct [low, medium, high] Criticality 1 2 3 4 5 List a performance expectation List the gap in performance List causes (what inhibits desired performance) List the consequence for not performing at desired level Rate the difficulty to correct Enter a rating, on a scale of 1 to 5, of the degree of criticality of the need if it is not met, with 5 being the most critical. NOTE: When determining causes, it is important to split these into categories:

  • Lack of knowledge or skill (“don’t know how”)
  • Lack of information or feedback?
  • Lack of will motivation (don’t “wanna”)?
  • Unclear expectations or direction, supervision?
  • Work environment factors (workplace culture factors)? 4 : Prioritize solutions At this stage, the team needs to form a bridge from analysis to action. This step determines “what needs are most critical” and “what are possible solutions.” The outcome is a Needs Analysis report that management can use to decide on a course of action. STEP 1: Identify possible solutions Identify and describe possible solutions: At a minimum, proposed solutions should meet the criteria of effect on causes, acceptability , and feasibility (includes resources).