The document discusses training need analysis, which is conducted to identify workplace issues and determine if training can help address them. It involves 5 steps: 1) assessing future organizational goals and challenges, 2) required employee performance, 3) required employee skills/knowledge/attitudes, 4) identifying training needs to bridge gaps, and 5) starting with future goals to assess needed changes. Various techniques are outlined to determine specific training needs, including observation, interviews, questionnaires, job descriptions, and problem solving conferences. The analysis helps establish how training can help reduce employee troubles and improve performance.

1. Training Need AnalysisTraining Need Analysis
Training needs analysis process is a series of activities conducted to identify
problems or other issues in the workplace, and to determine whether training is an
appropriate response.
NAME:- SHATADAL BISWAS
SEGN.- HR- trainee
(Shyam SEL & power limited)

2. The bigger pictureThe bigger picture
Organisational performance
Employee performance
Employee Skills, Knowledge and Attitudes
Employee education, experience and training

3. Training?
Training helps to
bridge the gapExisting
• Skills
• Knowledge
• Attitudes
Required
• Skills
• Knowledge
• Attitudes

4. Training Need Analysis (TNA)
TNA is a tool to
identify the gapExisting
• Skills
• Knowledge
• Attitudes
Required
• Skills
• Knowledge
• Attitudes

5. TNA (Step 1): Future performance
Existing
performance
Future
performance
What are expected future
performance of organisation?
• profit
• growth
• customer base
• new products
• ?
• ?

6. TNA (Step 2): Challenges
Existing
challenges
Future
challenges
What are we concerned about?
What’re the challenges today?
What challenges we are likely to
face in the future?

7. TNA (Step 3): Employee performance
Existing
performance
Future
Performance
In what way our employees should
start performing differently to help
us meet the challenges and take
us to the goals?

8. TNA (Step 4): New Skills, knowledge and
Attitudes
Existing
•Skills
•Knowledge
•Attitudes
Required
• Skills
• Knowledge
• Attitudes
In order for our employees to
perform differently, what kind of
new Skills, Knowledge and
Attitudes they need to have?

9. TNA (Step 5): Training needs
Existing
•Skills
•Knowledge
•Attitudes
Required
• Skills
• Knowledge
• Attitudes
Now that we know what kind of
new Skills, knowledge and
Attitudes are required for our
employees, how can we bridge the
gap?

10. TNA in essence…TNA in essence…
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

11. Who Conducts Needs Analysis &Who Conducts Needs Analysis &
Why?Why?
An in-house trainer or a consultant performs a needs analysis to
collect and document information concerning any of the following
issues :
1. Performance problems
2.Anticipated introduction of new system, task or technology
3.A desire by the organization to benefit from a perceived opportunity

12. Techniques for DeterminingTechniques for Determining
Specific Training NeedsSpecific Training Needs
Observation
In this approach, an employee’s
performance itself is source of
information. You evaluate a worker’s
performance through first-hand
observation and analysis.

13. InterviewsInterviews
Interviews allow you to meet employees
face to face. Because you are in
conversation with workers, you can
explore their responses in depth. You
can ask for clarification of comments and
for examples of what they mean. In this
way, you obtain a full understanding of
their performance deficiencies.

14. QuestionnairesQuestionnaires
A questionnaire is a sort of interview on
paper. You create your own
questionnaire by writing down all the
questions you want employees to answer
for you.
Questionnaires can be useful in obtaining
a ‘ big picture ’ of what a large number of
employees think.

15. Job DescriptionsJob Descriptions
When an employee’s job description has
been defined, the trainer can easily tailor
his training curriculum to a very close
proximity.

16. The Difficulty AnalysisThe Difficulty Analysis
The Difficulty Analysis establishes which
of the duties cause the employee the
greatest amount of troubles and how this
trouble can be reduced through better
training.

17. Problem Solving ConferenceProblem Solving Conference
Another time-tested technique for gathering
needs analysis material from employees is to
conduct periodic problem solving conferences.
It is always helpful to utilize an outside
consultant to moderate such sessions. This
outside sponsorship has a tendency of letting
the workers express their feelings about his
organization, and the session can then be
geared to training needs.

18. Formula To DecideFormula To Decide
DESIRED PERFORMANCE (Optimals)
- ACTUAL PERFORMANCE (Actuals)
= POSSIBLE TRAINING NEED

19. Determine Cause(s)Determine Cause(s)
Is it a problem of skill
or
a problem of will?
I don’t wanna!
I don’t know
how.
I don’t wanna!

20. If a skill deficiency..If a skill deficiency..
Provide training
Provide practice
Provide feedback
Simplify the task
OJT
Transfer
Terminate

21. Yes, it is a problem of will…Then oneYes, it is a problem of will…Then one
last questionlast question
Obstacles?
Remove
Obstacles

22. Thank
You!