1. TRAINING NEED ASSESSMENT
B R SIWAL
NIPCCD
E-mail br_siwal@yahoo.com
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2. 2
TRAINER FACED WITH FOUR
QUESTIONS
- What trainee must learn
– In what order it be learnt
– How will I know when he/she learned
– What teaching/training materials are best

3. WHAT IS A TRAINING NEED?
A training need is a specific skill which an
individual must acquire in order to perform a
task efficiently & effectively.
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TN = TPL – ELC
 TN : TRAINING NEED
 TPL : TARGET PERFORMANCE LEVEL
 ELC : EMPLOYEE’S LEVEL OF
COMPETENCE

4. 4
Performance Gaps
Organization Level
Team or
Department
Level
Individual Employee Level
Desired Performance
GGaapp
Actual Performance
Gaps in performance can appear at various levels.

5. Causes of Performance Gaps
• Standards are set too
high
• Poor management
• Insufficient resources
• Poor operation
systems
• Unskilled workers
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6. Three Approaches To Getting Employees To
Improve Their Performance
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7. 7
Coercive
Makes use of threats by more powerful employees/owners.

8. 8
Persuasive-Rational
Makes use of sales tactics to convince people to change.

9. 9
Needs Assessment
Three step Needs Assessment Process
1. Organizational Analysis
2. Task Analysis
3. Person Analysis

10. OBJECTIVES OF TNA
- To determine what to teach
- To prepare training objectives
- Developing curriculum
- To identify knowledge, attitude &skills to
perform job
- Deciding training aids and methodology
-Identify and organised job charts.
- Writing job responsibilities
- Help in recruitment, selection, transfer,
promotion
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- To establish standard of performance.

11. 11
TASK / JOB ANALYSIS
Systematic process for defining a job and
determining what performance discrepencies exist.
Proces of collection, tabulation, classification,
interpertation and reporting data pertaining work
performed by worker.

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Job – work done to produce goods and services.
Jobs consist of many duties.
Duty - responsibilitites of job incumbent
- Occupy most of the time
- Recurring
- Require skills, knowledge & abilities
- duty is made of tasks

13. Task - essential steps in performance of duty.
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- Performed according to certain
standards.
Task is made up of elements
Element – most detailed level of work until that
with details of procedure and techniques involved
in a task.

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HIERARCHY OF
TASKS
JOB OR MAIN TASK
DUTY DUTY DUTY DUTY
TASK TASK TASK
SUB-TASK SUB-TASK SUB-TASK
TASK TASK TASK
ELEMENT ELEMENT ELEMENT
ETC.

15. BARRIERS TO EFFECTIVE TNA
• Low status & lack of cooperation !
• Unfavorable attitudes toward training !
• Sensitive organization issues !
• Complicated occupational issues !
• Lack of skill in gathering information !
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JOB SPECIFICATION
• This is detailed statement of the knowledge
and the physical and mental activities
required to carry out the tasks which
constitute the job. A job specification
proforma might have the following
headings:
Duty/responsibilty and task/task element
• A task/task element is a clearly definable
activity forming part of a main duty or
responsibility

17. Knowledge/comprehension
What the person undertaking the task must
know or understand in order to carry out
the job to an adequate standard and would
cover:
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18. Organization/company knowledge
products, departmental structure,
policies, procedures, wage and
salary structure, etc.
Task knowledge/comprehension
‘headwork’ necessary for successful
performance, theory the job holder
will put into practice, materials used,
equipment available, work method,
quality, quality standards, safety,
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team working etc

19. .Skills/abilities
• A series of behaviours or acts that
form the task and which require
practice in orer for the task to be
performed satisfactorily. The skill or
ability may be psycho-motor(manual),
social/interpersonal or intellectual.
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20. Attitudes:
• In this context attitudes refers to the
feelings or emotional reaction towards
or against something or someone,
which may affect job behaviour in a
positive or negative way.
• In respect of training the main benefits
of drawing up a job specification 20
are:

21. Judgement
• What judgements does the job holder have
to make?
• What discretion does the job holder have to
exercise?
Physical working conditions
• Under what physical conditions is the job
holder working in terms of:
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22. • Environment (place of work, lighting,
heating, noise vibration, humidity,
cleanliness, danger, hazards)?
• Physical workload (weight of
materials, equipment, etc)?
• Psychological load (stress, vigilance,
decision making etc)?
• Posture (standing, sitting, bending,
walking, stretching)?
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23. Social working conditions
• What the nature of the social
conditions in which the job holder
operates in terms of:
• Size of work group, level of work
group, cohesiveness of work group,
attitudes of work group?
• Nature of rewards affecting work
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group?

24. Economic working conditions
• What are the economic working
conditions in terms of:
• Length of employment contract?
• Hours of work(full time, part time,
overtime)?
• Pay (average earnings, salary scale,
nature of and reasons for increases,
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methods of determining basic pay)?

25. • Additional remuneration (bonuses,
danger/dirt money, long service
awards, profit sharing, payment by
results, etc)?
• Payments (to medical schemes, social
clubs, pension schemes,etc)?
• Holidays?
• Absenteeism?
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26. 26
TRAINING
• What training is made available to the job
holder?
• What is the organization’s training policy?
• Who does the training?
• Where does the training take place?
• Is full pay given during training?

27. Job holder’s performance
• What are the stated difficulties, distastes
and satisfactions of the job and what are the
apparent consequences?
• What is the nature of unsatisfactory
performance? In what terms is it expressed
(qualitative or quantitative, ie. Time, money,
numbers etc)?
• How does the stated nature of
unsatisfactory performance compare 27
with
the standards of performance required?

28. THANK YOU
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