2 Responses

1. Skill Analysis
   Hi Patrick,

   It may sound patronising, but the answer is in your question!

   It is an analysis of the skills required to perform a particular task or function, safely and competently. It is also an integral function within the TNA process. A skills analysis may be used for several purposes, but I would suggest that within the training arena, best use of the process is to determine a skills gap.

   An example could be a typist, who may be able to type 50 words per minute, on a manual typewriter. If you introduce a computerised system to the workplace, could that person still do their job efficiently? A skills analysis could identify a skills gap (perhaps) in PC literacy. This could then form the basis of the training need.

   By breaking down each skill (and task) into categories and assigning a competency for each skill, theoretically it should be possible to ascertain whether an individual is skilled (and possibly qualified) to achieve a task successfully. In the above example, the new training task may be ‘Type 50 words per minute, without error, using MS Word.’ The use of a PC system and MS Word (for typing) would be the acquired skill(s). This skill at present is only specific to one application within MS Office. If one were to complete a skills analysis to the newly trained person, the following would apply:

   Typing skills – 50 WPM
   Use of PC systems – basic
   Use of word processing packages – basic

   If one were to complete a skills analysis for the function, the following may apply:

   Typing speed and accuracy required – 50 WPM without error
   System knowledge – NT platform, Windows XP
   Software packages and level – Word Perfect, MS Word to advanced level

   Whilst the person may be an expert typist, this does not make them an expert in the use of MS Word, or PC systems. If a skills analysis were not performed either for individuals or job functions, a mismatch would result in the wrong person being assigned to the function

   It is worth noting that this is only a partial explanation, as one should look at skills, knowledge and attitude (amongst other important variables) when considering a training requirement.

   Does this help? Should you require more specific information, please drop me a mail.

   Regards,

   Clive

2. skills and knowledge
   Great answer from Clive .Dont forget that soem skills require underpinning knowledge especially if you are dealing with issue of safety.Mearly being able to do something may not be enough you may also to want to identfiy that individuals can perform in lots of situations. If the skills you are analyisng are hard skills ie “do this thing”then the process is easy as described alittle diffrent when you need to look at soft skills ie management dealing with people etc.In this case you still need to try and decsribe the skills in tersm of what people “DO” ie “greet customers in a pleasent manner” “give instructions to people in a clear way” need to fall back on the training objectives approach to describing then.

   The best way is to sit and watch a “competent” operator doing the work and simply write down what you see them doing.Then ask then why they did that thing, what is important about doing it right, what are the safety issues.What do they need to know to be abel to do this. Once you have this for the job then idenifying the gap that any individual has is easier.