The foundation of why you need training needs analysis

1. 31 Oct – 1 Nov 2022
CONDUCTED BY: P. Murugan & Sue Boey
TRAINING NEEDS
ANALYSIS (TNA)

2. WHAT IS TRAINING & DEVELOPMENT ?
 Training is a formal process by which talent development professionals
help individuals improve performance at work. Employee training
and development includes any activity that helps employees acquire
new, or improve existing, knowledge or skills.
 Training is one specific and common form of employee development;
other forms include coaching, mentoring, informal learning, self-
directed learning, or experiential learning.
 Development is the acquisition of knowledge, skill, or attitude that
prepares people for new directions or responsibilities.

3. • Step 1: Identify the overall business needs
• Step 2: Identify the success criteria
• Step 3: Establish individual training needs
• Step 4: Design and develop a learning solution
• Step 5: Review the learning solution
• Step 6: Production of learning and instructional materials
• Step 7: Implement the learning solution (delivery of training)
• Step 8: Evaluate and Review the impact of training
8 GENERIC STEPS OF T & D PROCESS/CYCLE

5. 100 %
75 %
50 %
90 %
standard/preferred performance
present level of actual performance
GAP-TRAINING NEEDS
SKILLS, KNOWLEDGE AND ATTITUDE
TRAINING REQUIREMENTS
0 %
TRAINING NEEDS ANALYSIS

6. WHEN TO CONDUCT TNA?
 Annual needs assessment practice
 Change in company’s business plan
 New jobs and/or opportunities
 New recruits
 New technology
 Problem arises
 Poor performance

7.  Is the same.
 The terms are interchangeable, but they have the same
meaning and purpose, to assess and analyze.
 The primary purpose of the training needs assessment -
analysis process is to ensure that there is a need for
training and to identify the nature of the content of the
training program.
Needs Analysis Vs Needs Assessment ?

8. Start with future organisational
goals and challenges
Assess required employee performance to meet
the goals and challenges
Assess required employee Skills, Knowledge and
Attitudes to deliver the performance
Identify employee training needs
to bridge the gap
1
2
3
4
LINK WITH COMPANY AIM/GOAL

9. AP < EP = PG
AP = Actual Performance
EP = Expected Performance
PG = Performance Gap
WHAT TRIGGERS TNA?

10. FormulaTo Decide
DESIRED PERFORMANCE (Optimals)
- ACTUAL PERFORMANCE (Actuals)
= POSSIBLE TRAINING NEED
WHAT TRIGGERS TNA?

11. Complaints from staff, customers/clients
Poor work quality
Frequent errors
Large staff turnover
Deadlines not being met
Conflict amongst staff
New equipment systems
Indicators
of a
Need
STARTING POINT OF A TNA

12.  Training without consideration of goal
 Training without application
 Training to the wrong problem
 Poorly prepared training, trainers, and materials
 Expensive training package that doesn’t produce
results
 Right person not given the right training at the right
time
EFFECTS OF IMPROPER TNA

13.  ROI and $$$ spent
 Lack of evaluation
 No basis for proposing training
 Not need based
 Unplanned / ad-hoc
 No follow-up
ISSUES CONCERNING TRAINING &
DEVELOPMENT

14.  Training may be incorrectly used as a solution to a
performance problem.
 Training program may have the wrong content,
objectives or methods.
 Trainees may be sent to training programs for which they do
not have the basic skills or confidence needed to learn.
 Learning can be directly related to organizational
objectives.
 Learning can be targeted at specific requirements.
 Learning needs can be identified and prioritized.
 Learning can be tailored to requirements.
SIGNIFICANCE OF TNA

15.  Job descriptions
 Performance appraisals
 Competency matrices
 Mandatory requirements
 Career paths
 Succession plans
 Business plans
 Critical incidents – e.g. safety
BASIS FOR CONDUCTING A TNA