Page 286 - Psychological Management of Individual Performance

how to identify training needs 271
One disadvantage of surveys lies in the fact that quantitative data is more difficult
to interpret than qualitative data, depending of course on the range and type of alter-
natives in the answer field (e.g. not at all/very much/yes or no). Another drawback is
that the person surveyed generally cannot be asked follow-up questions because ques-
tionnaires are often submitted anonymously. Additional qualitative research is normally
required.

APPRAISAL INTERVIEWS
Appraisal interviews allow managers and employees to assess training needs in a quiet
and confidential setting. Both can sit down together and evaluate the employee’s strengths
and weaknesses and define further training needs (Hofbauer & Winkler, 1999). Once this
has been done, measures are taken to develop the required skills. For instance, a newly
appointed manager tells his/her manager in the appraisal interview that he/she would
need training in facilitation and presentation skills. Manager and employee might then
agree on a two-day training course offered by the internal training department.

ASSESSMENT CENTRES

Assessment centres are often used for selection purposes and internal development pro-
grammes. The aim may be to assess a person’s potential for assuming a new role with
higher responsibilities, or to evaluate a person’s aptitude for a particular job. A profile of
the candidate’s strengths and weaknesses will help to determine recommendations for
future career steps and to identify further areas that need to be developed. In this way,
it is clear that assessment centres may be used for very specific training needs analysis
with respect to important management skills. Feedback allows the person being assessed
to gain valuable insight into his/her leadership potential (Thornton III, 1992). An overall
analysis of the profiles of assessment centre candidates will help to determine if there
are any skills within the organisation that require further attention (e.g. interpersonal
skills).

OBSERVING MANAGERS IN ACTION

When asked which skills are required to cope with the demands of their jobs, managers
will often overlook certain vital skills because, after years of experience, these skills
have become second nature to them. Be that as it may, many of these skills, which
can be identified through careful observation, may well be the ones which have been
instrumental to a manager’s professional success, and should therefore be taken into
consideration when drawing up training programmes for newly appointed managers
(Mintzberg, 1970). Well-structured observation charts are invaluable when recording
your observations of skills and types of behaviour in various situations. When the obser-
vation session is followed up by an interview, it is then possible to learn more about action
strategies and to ascertain why certain types of behaviour and skills are used in specific
situations.