learning and development

1. LEARNING
AND
DEVELOPMENT
MODULE 2 - TRAINING NEEDS ANALYSIS AND DESIGNING
By- Dr. Anushree Singh
Associate Professor
SOM-OMBR Campus
CMR University

2. Training Need Assessment
Training needs analysis can be described as the
general process through which the organisation or
one of its parts:
1. Identifies the competence needed for the
success of its business and operation
2. Specifies the range, extent, and aim of training
action needed
3. Analyses how best the training needs can be
met
The process needs to be proactive and systematic,
and needs to be driven by the strategic objective
of the company, business unit, or team.

3. What is Training Need Analysis?
An effective TNA addresses questions such as:
 Which employees need training?
 What kind of training do they require?
 How can you design an effective training program for them?
 What will be the impact of training be on employee performance?
 What level of investment and resources will be required to implement
an effective training program?

4. Why Do a Training Needs Analysis?
 Identify gaps: A training needs analysis can help you determine if your company has
any organizational issues that are caused by a lack of skills, knowledge and abilities.
Plus, focusing on both training and analysis can help you identify these issues before
they become a problem and have a negative impact on your business
 Plan. Conducting a training needs assessment can help you plan your employee
training programs for the year in advance so that you can align them with business
activities and budgets.

5. Why Do a Training Needs Analysis?
 Get creative. TNA process in HRM can help you think outside the box and highlight
training areas you may not have considered before.
 Target the right people. TNA in HRM can also help you target the right people for each
training session, helping you design personalized L&D programs and workplace
mentorships that keep employees engaged and motivated to learn.

6. Types of Needs Analyses
Organizational Analysis.
An analysis of the business needs or other reasons the training is desired. An
analysis of the organization's strategies, goals, and objectives. What is the
organization overall trying to accomplish? The important questions being
answered by this analysis are who decided that training should be
conducted, why a training program is seen as the recommended solution to
a business problem, what the history of the organization has been with
regard to employee training and other management interventions.

7. Types of Needs Analyses
Person Analysis.
Analysis dealing with potential participants and instructors involved in the
process. The important questions being answered by this analysis are who
will receive the training and their level of existing knowledge on the subject,
what is their learning style, and who will conduct the training. Do the
employees have required skills? Are there changes to policies, procedures,
software, or equipment that require or necessitate training?

8. Types of Needs Analyses
Work analysis / Task Analysis.
Analysis of the tasks being performed. This is an analysis of the job and the
requirements for performing the work. Also known as a task analysis or job
analysis, this analysis seeks to specify the main duties and skill level
required. This helps ensure that the training which is developed will include
relevant links to the content of the job.

9. Types of Needs Analyses
Performance
Analysis. Are the employees performing up to the established standard? If
performance is below expectations, can training help to improve this
performance? Is there a Performance Gap?
Content Analysis.
Analysis of documents, laws, procedures used on the job. This analysis
answers questions about what knowledge or information is used on this job.
This information comes from manuals, documents, or regulations. It is
important that the content of the training does not conflict or contradict job
requirements. An experienced worker can assist (as a subject matter expert)
in determining the appropriate content.

10. Types of Needs Analyses
Training Suitability Analysis.
Analysis of whether training is the desired solution. Training is one of several
solutions to employment problems. However, it may not always be the best
solution. It is important to determine if training will be effective in its usage.
Cost-Benefit Analysis.
Analysis of the return on investment (ROI) of training. Effective training
results in a return of value to the organization that is greater than the initial
investment to produce or administer the training.

11. Process of Training Need Analysis

12. Step 1: Identifying the Goals and Objectives
of the Organization
 The starting point is to clearly describe the desired state of performance (optimal). In short it is to
determine what skills, knowledge, and attitudes are needed to perform the task or job effectively,
and what other non-training factors contribute.
 The purpose, at this point, is to gather information that allows you and your team to describe the
desired performance/behaviors specific to the project. You want to use performance-based terms
and phrases to describe the performance expectations, and you want to get concurrence from
program owners, or management to make sure that they are in agreement.

13. Step 2: Describe Current performance
(current state)
Once the desired performance (and you have concurrence from management, key
stakeholders) is described, the next step is to determine what the actual
performance is (in the workplace). This is commonly achieved by performing one
or more of the following:
• Interviewing subject matter experts
• Interviewing supervisors to determine current performance from their
perspective
• Observing work (or work outputs) of representatives of target audience
• Reviewing relevant self-assessments, reports, lessons learned, near misses, etc,
for understanding performance from these available sources

14. Step 3 : Describe performance gaps
and causes
 Now there is a clear picture of the performance expectations and the
current state of performance it’s time to describe the gaps and determine
causes.

15. Step 4 : Identify Solutions
After the team has thought through potential causes for why there is a
perforce gap, it is time to form a bridge from analysis to action. This step
determines “what needs are most critical” and “what are possible
solutions.” It is important to include all of the non-training factors that
impede performance so that training is positioned alongside other
interventions emphasizing the complimentary and related dependencies
that form the recommended solution.