Human Resource Development Needs Analysis for RACQ - Case Study Example

?HRD Needs Analysis Table of Contents Discussion 3 Literature Review 3 Diagnosis of Issue 4 Reasons for Issue 4 Diagnosis of Issue 5 Reasons for Issue 5 Diagnosis of Issue 6 Reasons for Issue 6 Diagnosis of Issue 7 Reasons for Issue 7 Conclusion 9 References 10 Bibliography 13 Discussion Literature Review Need assessment or need analysis can be acknowledged as the method through which an individual is capable of identifying and articulating the organization’s Human Resource Development (HRD) related needs. It is considered to be the beginning point of the process associated with HRD as well as training (Berger, 2012). The point worth considering in this regard is that the factor of need assessment can recognize the goals of the organization and the effectiveness of attaining these goals. It further identifies the gaps that persist between the employees and the skills that are required in order to adequately perform the current responsibilities (Rouda & Kusy, 1995). Need analysis also attempts at describing the gaps between the existing and needed skills of the concerned employees so that they can complete the assigned tasks comprehensively. It can be stated that the needs can prevail in any of the three levels such as organization, the job/ tasks and the individual. For the purpose of ensuring effectual HRD efforts, it is important to measure the needs at each level (Slideshare, 2012). The organizations are required to assess three types of needs such as organizational analysis, task analysis and person analysis. Strategic analysis recommends the need for training and the circumstances under which it is likely to take place. Task analysis demonstrates what needs to be done in order to perform a specific task and person analysis reveals who is required to be trained and what sort of training is needed (Werner & DeSimone, 2012). Diagnosis of Issue It has been noted that RACQ’s reported surplus was majorly affected by factors that were not forecasted to take place in the coming years, specifically the release of preceding years’ Compulsory Third Party (CTP) related exceptional claim provisions along with mutual aids to communities which was influenced by natural disasters in late 2010 as well as early 2011. It was because of the natural disasters that the organization confronted major rise in the operational costs of road services along with its call centers. Reasons for Issue Operating costs rose in the organization after the disaster because of the disruption caused by the devastation of physical infrastructure. Operating costs are the routine costs required to run a business or service provider. Disaster leads to disruption because of the temporary interruptions in water and sanitation, transport services and electricity as well in the organization. Hence, the company had to invest significantly in order to repair the damages that took place and increase the effectiveness. Along with it, the disruptions in the personal lives as well as businesses had a major influence upon the revenues in areas such as travel as well as driver training during and after the natural disasters. Rise in operational costs because of the natural disaster had adversely affected the profits of the organization and hence hampered its successful operations. It can be mentioned that the issues that has been raised here calls for needs analysis at all the three levels namely strategic analysis, person analysis and task analysis. These issues can be linked with the organizational analysis of need assessment. It is considered to be vital for the organization to focus upon the aspect of contingency planning by reserving sufficient funds so that it can be most effectively utilized when such mishaps takes place. There is also a need of training that shall focus upon the effective management of the unforeseen events in the organization (Blackman, 2012). Diagnosis of Issue The other challenge that the organization encounters have been related to the relationship management pertaining to the new members which offers the staffs as well as agents with better knowledge regarding the customers and their requirements. Maintaining the records of such technology and acting upon the feedbacks offered by the customers can be one of the greatest challenges for RACQ. Reasons for Issue The issues relating to relationship management pertaining to new member has been occurring in the organization because of the lack of commitment and dedication of the members of the organization towards the work. If the organization is not capable of administering the new member relationship then it might remain incompetent of meeting the increasing demands of the customers to a certain extent. It is important for the organization to act in compliance with the feedback offered by the customers as such programs assist in enhancing the types of services offered to the customers and hence can further aid in improving the facet customer loyalty towards the organization. This issue can also be linked with strategic analysis. The main goals of the organization are to retain the customers by offering them value. In order to attain these objectives, it becomes imperative for the organization to focus upon the training efforts so that the employees can handle the new technologies that the organization installs in an increasingly enhanced and adept manner (Blackman, 2012). Diagnosis of Issue The organization witnesses issues associated with the payment of claims for customers who were not found to be possessing adequate insurance cover during the floods and this generally caused a major deal of concern for the staffs as well as members of RACQ because the issue was focused upon by the media. Reasons for Issue Such negative publicity tends to hamper the image of the organization to a great extent. It is quite a well known fact that a great deal of time is engaged to build reputation which can be ruined within no time because of certain issues. This is also likely to hamper the image of the shareholders and affects their returns to a considerable extent. The issue can be linked to organizational analysis. Environmental constraints entail the propensity to hamper the effective operation of the organization and thus trigger the need for training. With the help of training, the organization shall be capable of meeting its goals as well as objectives (RACQ, 2011). Diagnosis of Issue The other challenge encountered is related to creation of the organizational culture that is committed to innovation and continuous enhancement of the organizational skills, systems as well as processes. Reasons for Issue Culture of innovation triggers change and immense dedication on behalf of the management as well as employees. It increases the overall expenses such as costs related to training and development, Research & Development (R&D) and other operational costs. It becomes imperative for the individual members to learn the existing organizational norms and hence implement changes pertaining to such norms (RACQ, 2012). There is no guarantee if implementing such a culture shall lead to effective innovation or not, however the presence of an innovative culture is considered to be quite important as it ensures improvement. It is regarded as a well known fact that if a particular organization is incapable of generating creative as well as innovative solutions to the problems then the organization’s scope for long term survival as well as success is most likely to be limited. This issue can be related to the aspect of task analysis because the problem is concerned with particular tasks i.e., innovation as well as person analysis. Fostering an organizational culture that supports innovation is measured to be amongst the most significant tasks of the human resource manager (RACQ, 2012). However, RACQ seems to lack sound organizational culture that might deter it from innovation. There is a requirement of adequate organizational culture so that the members of the organization embrace such changes gracefully. It is important for the supervisor to undertake ample measures and hence resolve the issues (RACQ, 2012). As a HRD executive manager, it becomes imperative to gauge the matter and hence offer suggestion to the problems that has been discussed above. HRD manager needs to promote the development of the workforce as a means of ensuring that the employees at RACQ have the necessary competencies for meeting the present as well as future job responsibilities. Furthermore, it is significant for the manager to create a link between HRD performance as well as organizational effectiveness. It becomes quite significant for the HRD manager of RACQ to structure a strategic plan for training and education. The manager must ensure that there exists greater scope for subculture to emerge in the organization. It is believed that subcultures facilitate the organization to create varied form of responses towards the environment in which it operates without destroying its internal coherence (Harvard Business Review, 2012). It is worthy stating the actuality that subcultures will offer greater degree of flexibility as well as responsiveness in comparison to the unitary culture (Helium, 2012) It is further significant for the HRD manager of RACQ to implement processes through which the effectiveness of the organization can be enhanced to a substantial degree. Along with it, strategies need to be implemented to improve the effectiveness of the employees via planned interventions. It is also vital for the HRD manager to identify the fact that in order to enhance the workforce’s capability to perform certain tasks, there is need to shift the perception of the employees towards the organization. The employees need to work collectively towards the attainment of the goals of the organization. HRD manager needs to identify if the matters can be resolved with the help of training or not. Identification of the training needs can be considered as one of the most pertinent tasks of the HRD manager through which significant improvements can be introduced in RACQ. It is also crucial for the organization to identify the discrepancies that hampers the overall productivity of RACQ (US Office of Personnel Management, 2012). Conclusion Need generally refers to the distance that exists between what the organization expects to happen and what actually takes place in an organization. The discrepancies that have been identified forms the basis of the training or HRD needs in an organization. Identified needs focuses upon the correction of substandard performances. RACQ seems to face several challenges that impact the productivity and effectiveness of the organization to a great extent. Hence, there is a requirement of need analysis at all the three levels in the organization namely strategic analysis, task analysis and person analysis. Fostering a culture of change has been identified as one of the major solution to the issues faced by the organization. Furthermore, creation of the subculture has been found to pose a positive impact on RACQ. References Berger, N. O., 2012. Elements of Planning Strategies for Human Resource Development. Introduction. [Online] Available at: http://www.eolss.net/EolssSampleChapters/C11/E1-10-02/E1-10-02-TXT-02.aspx [Accessed August 24, 2012]. Blackman, P. A., 2012. Strengthening Management Capability in Development Finance Capability. Introduction. [Online] Available at: http://www.caribank.org/uploads/publications-reports/staff-papers/ECCBPaper[1].pdf [Accessed August 24, 2012]. Helium, 2012. The Value Of Needs Assessment In The Design Of Human Resource Development Training. Introduction. [Online] Available at: http://www.helium.com/items/1800411-needs-analysis-training [Accessed August 24, 2012]. Harvard Business Review, 2012. The Role of Subcultures in Agile Organization. Introduction. [Online] Available at: http://www.hbs.edu/research/facpubs/workingpapers/papers2/0102/02-091.pdf [Accessed August 24, 2012]. Rouda, R. H. & Kusy, M. E., 1995. Need Assessment. Introduction. [Online] Available at: http://alumnus.caltech.edu/~rouda/T2_NA.html [Accessed August 24, 2012]. RACQ, 2012. Corporate Plan. Vision. [Online] Available at: http://www.racq.com.au/about_us/racq/corporate_plans [Accessed August 24, 2012]. RACQ, 2012. Summary. Assets. [Online] Available at: http://www.racq.com.au/__data/assets/pdf_file/0009/65529/RACQ-Submission-National-Land-Freight-Strategy-2011.pdf [Accessed August 24, 2012]. RACQ, 2012. Document Type. Submission. [Online] Available at: http://archive.treasury.gov.au/documents/2178/PDF/RACQ.pdf [Accessed August 24, 2012]. RACQ, 2011. Annual Report. Introduction. [Online] Available at: http://www.racq.com.au/__data/assets/pdf_file/0007/92671/RACQ-Annual-Report-2011.pdf [Accessed August 24, 2012]. Slideshare, 2012. Need Assessment. HRD. [Online] Available at: http://www.slideshare.net/aleeza/assesment-of-human-resource-development-needs [Accessed August 24, 2012]. US Office of Personnel Management, 2012. Need Assessment. Introduction. [Online] Available at: http://www.opm.gov/hrd/lead/TrainingNeedsAssessment.asp [Accessed August 24, 2012]. Werner, L. M. & DeSimone, R. L., 2012. Human Resource Development. Cengage Learning. Bibliography Burgoyne, J. & et. al., 2010. The Development of Management and Leadership Capability and its Contribution to Performance: The Evidence, the Prospects and the Research Need. Introduction. [Online] Available at: https://www.education.gov.uk/publications/eOrderingDownload/RR560.pdf [Accessed August 24, 2012]. Barbazette, J., 2006. Training Needs Assessment: Methods, Tools and Techniques. John Wiley & Sons. Kaufman, R. A. & et. al., 1993. Needs Assessment: A Users Guide. Educational Technology. Read More