OD Diagnosis consists of a diagnostic Process that specifies the present state of the organization. Key factors in this process include; 1. Identifying problem solving scope 2. Simple data gathering and presentation 3. Visibility measuring 4. Participation from as many members of the organization as possible 5. Measure what is important to validate a straight forward assessment 6. Gauging Urgency- what is the sense of urgency for change for implementation.
The key difference noted in TNA vs. OD diagnosis is while both they processes are systems approaches, OD diagnosis measures whole organizational systems, while TNA focuses on performance, skill set and knowledge as inputs for a training plan output. The OD diagnosis process takes the approach of a clinical practitioner that aides the organization in investigating and sharing responsibility to identify the problem scope(s).
Diagnostic Process:
- Investigate tentative variables and root causes
- Select data gathering method & analyze facts
- Data feedback
- Identify/Confirm problem areas with client
- Define Diagnosis objectives with client
- Designing a Change plan & Implementation it
- Monitor results
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Training Needs Assessments measure Desired Performance vis-a-vis Actual performance and depicts gaps for possible Training needs.
Key Identifiers for performance include the following exploration;
- What are the goals of the organization?
- Do we have the skill set to reach goals? Training, education and skills?
- What Challenges will we face to reach those goals?
- How should employees perform different to meet those needs?
- In order to meet those needs what is the current competence of employee skills, knowledge and attitudes.
There are various methodologies that can be applied to conduct a training need assessment, including observation, interviewing and questionnaires, focus groups and document reviews. Each of these approaches have an input in collecting data with the result of an output that contributes data (facts) towards an assessment. Observation requires a skilled first-hand observation of employee performance and generates data relevant to the work environment. The interview approach requires a skilled interviewer that evaluates performance by answering questions face to face to uncover details for training. Questionnaires are most effective when obtaining big picture tempo in large groups with objective data. Focus groups gathers employee opinions to address complex issues that one person may not be able to address alone, a challenge to note with these approaches is that they are time consuming and positions may give bias perspective(s). Document Review is also time consuming, but nevertheless helpful to review process, such as review of reports or job descriptions. The value to this approach is that it provides objective information on procedures.
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