Training and Development Analysis

Training and Development Analysis Background According to Werner and Desimone (2009) human resources development is defined as a series of systematic and planned activities designed by the organization to provide opportunities for its members to learn the skills needed to meet current and future work requirements. Meanwhile, Rivai and Sagala (in Vizzya, R. & Afrianty, 2017, p. 130) suggest that training is a learning process to improve skills carried out in a relatively short time (short term) by prioritizing practical learning. Human resource development and training in an organization is a factor that encourages the achievement of employee competence, so that it can provide the best work performance.... Malik (in Vizzya, 2017, p. 131) suggests the difference between training and development, one of which is that the purpose of training is carried out to improve individual abilities for current positions, while development is to improve individual abilities for future positions. The implementation of training activities is relatively short, while development is relatively longer. In conducting a training and development activity, an analysis is needed to diagnose the problems faced today and in the future. Further analysis of training and development will be discussed in this paper. SWOT Analysis in Development a. HR Development Concept According to Werner and Desimone (2009) human resources development is defined as a series of systematic and planned activities designed by the organization to provide opportunities for its members to learn the skills needed to meet current and future job requirements. Human resources (HR) is one of the most important factors that cannot be separated from an organization, both institutions and companies. HR is also the key that determines the development of the company. In essence, HR is in the form of humans employed in an organization as movers, thinkers and planners to achieve the organization's goals. Development is formal education, work experience, relationships and assessment of personality and abilities that help human resources prepare for the future. The purpose of HR development has two dimensions: individual and institutional/organizational. Individual dimension goals refer to what an HR person achieves within the company while institutional dimension goals refer to what the company can achieve as a result of the HR development program. b. SWOT Analysis SWOT analysis is a form of analysis in company management or in organizations that can systematically assist in efforts to formulate a mature plan to achieve goals, both short-term goals and long-term goals. SWOT analysis is a way that companies often use to look at the company's overall overview, namely the internal and external environment. The internal environment consists of Strength (S) and Weaknesses (W) while the external environment includes Opportunities (O) and Threats (T). 1) Strength is the company's resource advantage over competitors and the needs of the market that the company offers or wants to offer. 2) Weaknesses are limitations or shortcomings of one or more of the company's resources or capabilities against competitors that affect performance. 3) Opportunities are the main situations that are favorable for the company's environment. Trends are a key source of opportunities. Identification of previously overlooked market segments, changes and legislation, changes in technology, improved buyer and supplier relationships, which is one of the opportunities for the company. 4) Threat is a situation that is unfavorable to the company. The entry of competitors, slow market growth and increasing bargaining power of buyers or suppliers, technology that has not been maximized and government regulations are also threats to the success of the company. Strengths, weaknesses, opportunities, and threats is an important matching tool in its role to help managers develop four types of strategies, namely: 1. SO Strategies utilize the company's internal strengths to take advantage of external opportunities. 2. WO Strategies, aim to improve the company's internal weaknesses by taking advantage of the company's external opportunities. 3. ST Strategies, utilizing the strengths possessed by the company to avoid or reduce the impact of external threats. 4. WT Strategies, is a way to survive the company that is useful in reducing internal weaknesses and avoiding external threats. 1) Strength-opportunity (SO) strategy The resulting strategy in this combination is to utilize strengths to obtain opportunities that have been identified. • Knowledge sharing by employees can help employees increase their knowledge and abilities and get promotions according to the abilities they have learned from the sharing they do. • With a good management system, it can support fresh human resources to be managed and educated so that they have more competent abilities. 2) Strength-threat strategy (ST) This strategy tries to find strengths that the company has to be able to overcome these threats. • HR has interpersonal relationships so as to avoid competition that has a negative impact on employees and the company. • Management that continues to be improved so as to reduce the rate of employee layoffs. 3) Weakness-opportunity (WO) strategy This strategy is an alternative strategy in minimizing the weaknesses of the company by taking maximum advantage of existing opportunities: • Contract employees are motivated by the career path promised by the company. • Familial recruitment is replaced with human resources who are still in the family. fresh from schools that have collaborated. 4) Weakness-threat (WT) strategy This strategy is a strategy to utilize existing weaknesses to suppress threats that arise in the company. • Hierarchical Management can create fear for employees who want to commit corruption. • Familial recruitment is replaced with human resources who are still in the family. fresh from schools that have collaborated Effectiveness Analysis in Training 1. Training Effectiveness Concept Effectiveness in the large Indonesian dictionary comes from the word effective which is defined as: a) there is an effect (there is an effect, an influence, an impression), b) effective or effective, c) able to bring results, successful (effort, action) (Kamus Besar Bahasa Indonesia, 2005: 284). So it can be understood that effectiveness is the level of success in achieving goals. Meanwhile, training according to Simamora (2006: 273) is "a learning process that involves the acquisition of skills, concepts, rules, or attitudes to improve performance." So, the effectiveness of training is to analyze the success rate of a learning process to improve expertise in HR performance. 2. Effectiveness Measurement Gomes (2000: 209) states that "in measuring the effectiveness of a training program can be evaluated based on information obtained at five levels". So, it can be understood that measuring the effectiveness of training is done through five ways including reactions, learning, behavior, organizational results, and cost effectiveness. 1) Reactions, which is to find out the opinion of the participants about the training program, after the training the participants were asked how satisfied they were with the training as a whole, with the presenters, the material presented, its content, the materials provided, and the training environment (room, breaks, food, air temperature). 2) Learning, which is to find out how far the participants have mastered the concepts, knowledge and skills provided during training, is usually done by conducting written tests (essay or multiple choice), performance tests and simulation exercises. 3) Behaviors, assessed by the participants before and after the training, can be compared to determine the level of influence of the training on changes in their performance. 4) Organizational results, which test the impact of training on the work group or organization as a whole. Data can be collected before and after training on the basis of productivity criteria, turnover, absenteeism, accidents, complaints, quality improvement, client satisfaction and the like. 5) Cost-effectiveness, intended to determine the amount of money spent on the training program, and whether the amount of money spent on training is small or large compared to the costs arising from the problems experienced by the organization. 3. Training Effectiveness Analysis Example Analyzing seminars or workshops held by the Career and Entrepreneurship Development Unit (UPKK) UB Malang. The training method applied by UPKKUB Malang is off the job training, namely seminars consisting of job briefing training seminars and entrepreneurship seminars which are held at Widialoka Building owned by Universitas Brawijaya. The training carried out by UPKK-UB Malang has been effective, this can be seen based on the output (results) based on the measurement of training effectiveness. Based on the example of alumni data from Universitas Brawijaya Malang, it can be seen that the trainees have successfully applied the knowledge gained and found employment in accordance with their goals. With this training, it is very helpful for alumni to better prepare themselves to face competition in the world of work and competition between human resources. Assessing Training Needs 1. Concept of Needs Analysis The implementation of HR development includes several activities, such as measuring, analyzing, evaluating, reporting, and taking action. Then, measurement is carried out again in several stages, one of which is by conducting an Assesing Training Needs or needs analysis. According to Raymod (in Anoma, T. D & Prasetya, A., 2016, p. 14), needs analysis is the initial stage in HR development management. Thus, needs analysis is the basis for compiling or designing further HR training and development programs. 2. Purpose of Needs Analysis (Assesing Training Needs) Gary Dessler (in Sirait, T. J., 2006, p. 103) suggests three purposes for conducting a needs analysis, as follows: 1) Identify specific skills needed to improve performance and productivity. 2) Analyze training and development to ensure that the program will match the level of education, experience, skills, attitudes, and personal motivation. 3) Using research to develop measurable objectives. 3. Needs Analysis Stage Assesing Training Needs can be interpreted as the first step taken before the implementation of training and development to get an overview for designing strategic programs in the future. HR development needs analysis is divided into two stages, namely Training Need Analysis (Anoma, T. D & Prasetya, A., 2016: 14) and Competency Gap Determination. Training Need Analysis is conducted to identify employee competency gaps. 1) The first stage of Training Need Analysis is to conduct an employee gap competency identification survey by collecting data on the actual performance of the organization and comparing with the expected performance. 2) The second stage is investigation, in this stage, an investigation is carried out to obtain more information about the competency gaps that have been identified. 3) Finally, an analysis is carried out which aims to provide recommendations on the results of the competency gap. After these stages are carried out, the competency gap is determined. 4. Example of Implementation of Needs Analysis in Human Resource Development HR development needs analysis can be carried out through an organizational analysis approach that assesses the units or parts of the organization that require development, task/job analysis that identifies what jobs or skills must be learned, and person analysis that helps choose who the people are to be developed. Based on research conducted by Utary, D., Agusdin, & Hermanti (2018) which was carried out through interviews with the organizational needs analysis method at the PUPR Office of NTB province, it was found that the PUPR Office of NTB Province lacked HR approximately 33 people and for the HR development program at the PUPR Office of NTB itself was considered to have been carried out effectively through the implementation of various training programs, such as Supervision and Quality Control Training and Project Management Training.