The document outlines Deborah and her team's process of analyzing training needs at Taormina's call center using the TNA (Training Needs Assessment) model. They determined the performance gap was caused by a lack of communication skills. By reviewing performance appraisals, they found employees lacked communication with coworkers and supervisors. Their proposed solution is to design a training program focused on team building, motivation, and software skills to address the identified knowledge, skills, and attitude gaps.

1. BUS407 Week 4 Scenario Script: TNA Model
Slide #
Scene/Interaction
Narration
Slide 1
Scene 1
Deborah’s office
Deborah: Hello!
Last week, we did a lot of research. From this research, we
determined that using the expectancy theory is the best
approach to address the lack of performance in Taormina’s Call
Center.
Well! Now that we are clear what approach to use, we must start
working on more details about our training and development
proposal.
We have to determine what kind of training Taormina’s
employees need to raise their sales revenue up to the expected
level. We will accomplish this by following the TNA Model.
Slide 2
Scene 2
Conference Room
The board will show a graphic representation of the TNA model
with a zooming feature.
Deborah: The TNA model begins with a triggering event. We
already found that event. Remember that it was a lack of
training and development opportunities.

2. People at Taormina need more training and development
opportunities to assist them in improving their
performance…and subsequently, the organizational
performance.
The next step in the TNA model is the inputphase, which
consists of an organizational analysis, operational analysis, and
person analysis.
Organizational Analysisconsists of screening the internal
environment of an organization to verify elements that might be
affecting employee performance. For example, policies and
procedures, which are not well accepted by employees, might be
negatively affecting job performance.
Operational Analysis examines specific jobs to determine the
knowledge, skills, and attitudes necessary to get the job done.
This is also called a job analysis.
Person Analysisscans employees’ current knowledge, skills,
and attitudes, and compares it with the requirements of their job
position. During the personal analysis, we measure the actual
job performance.
The third phase of the TNA model is called the process phase.
In this phase, you will determine the exact performance gap.
The output phase is the last step in the TNA model. This phase
results in your conclusion about whether or not there is a
training need.
Now, we need to determine what kind of analysis we must
conduct before we move on to the rest of the TNA model.
Slide 3
Scene 3
Hallway

3. Ron: Hello, Deborah!I already collected common training topics
among my employees. Remember, that was my homework from
last week! (proudly)
My people seem to be interested in learning new skills to
manage the new software, but also they would like to participate
in some kind of team building training. The most popular topics
were “Building Effective Teams”, “Motivation at Work”, and
“Software Skills”.
Deborah: So, do you think that they are not performing well
because of rapport issues?
Ron: Sincerely Deborah, I don’t know. I do understand the
importance of personal relationships among co-workers, but I
always focus on our sales levels…I don’t have time to check
how well or not they relate to each other. We just need to
improve our sales revenue immediately… (frustrated)
Deborah: I do agree. But remember, if we address the wrong
need, we will be wasting all our efforts. Let me talk to my
training specialist and I will get back to you before the end of
the day.
Ron: Okay. I’ll be here if you need any help.
Slide 4
Scene 4
Deborah’s office
Deborah: Okay, now we have some common, interesting
training topics. Ron’s people seem to need training that
involves teamwork, motivation, and technical skills. Before we
move on, can you help me quickly decide which level of
analysis we should conduct to address the performance gap here
at Taormina?
Slide 5
Test your Knowledge Slide
To address Taormina’s performance gap, which level of analysis

4. we should conduct?
Organizational Analysis: Incorrect! We do not need to conduct
an organizational analysis. We already determined the trigger
event causing the organizational performance gap.
Operational Analysis: Incorrect! Even when the operational
analysis examines specific jobs requirements, the positions in
the sales department are well defined.
Person Analysis:CORRECT! The person analysis is the most
accurate analysis to determine our current course of action. The
person analysis examines employees’ knowledge, skills, and
attitudes to perform at the expected level.
Slide 6
Scene 5
Conference Room
Deborah: Excellent job!I knew I could count on your expertise
to determine what kind of analysis we should conduct.
Now, we need to identify data sources for our personal analysis.
Performance appraisals and proficiency tests should be our next
steps.
A performance appraisal is the process of evaluating an
employee’s work behavior by comparing it with preset
standards. All findings are documented and compared to the
expected performance to provide feedback to the employee to
show where improvements are needed and why.
Performance appraisals are used to determine who needs what
training, and who will be promoted, demoted, retained, or fired.
On the other hand, proficiency tests are those tests designed to
measure individual knowledge and skills. However, these kinds
of tests require a lot of time developing.
Therefore, I propose we start our personal analysis by reviewing
the call center employees’ performance appraisal. If needed, we

5. can think about using a proficiency test later.
Let’s analyze the data in the performance appraisals and find
common elements. Then we should go back to Ron to discuss
our findings with him.
Slide 7
Scene 6
Hallway
Deborah: (holding a page of data) Excuse us, Ron. Can we
speak with you for a minute?
Ron: Sure. How can I help you?
Deborah: Ron,we have confirmed our first suspicion. There is a
need for training and development linked to the employees’
knowledge, skills, and attitudes…also known as KSAs.
We would like to have your input about our findings.
Ron: Absolutely! (looks at a page of data from Deborah) I’ve
never cross-analyzed my employees’ performance appraisals.
Nonetheless, I see how you look for common factors.You HR
professionals know your stuff!
Deborah: Thank you for the compliment
(happily).
We have found that the biggest problem is always centered
around lack of communication among co-workers and
supervisors.
I remember you said you meet with your employees on a weekly
basis. That may not be enough for them, unfortunately (sadly).
Ron: Yes, I had been wondering about that. All of them
expressed some discomfort about their interactions among team
members and me.
I didn’t pay attention to this because I didn’t think that it could

6. hurt our sales revenue.
Slide 8
Scene 7
Deborah’s Office
Deborah: Okay! We did a lot today. We followed the TNA
model and reviewed common training topics for Taormina’s call
center.
It’s always good to have training opportunities that are well-
accepted by participants. Remember, mandatory trainings are
not the most effective. Mandatory trainings sometimes do not
satisfy intrinsic needs, and can therefore act as stressor
elements.
We also conducted a person analysis to discover possible
elements causing employees’ lack of performance.
Once again, great job!
Please participate in discussions about the topics covered today,
as well as completing relevant e-Activities.
Next week, we will start designing our training and
development program.
Good luck and see you very soon!