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Training Need Analysis - Apr 2012
The document outlines a 6-step process for conducting a training needs analysis (TNA): 1. Analyze organizational performance and identify gaps compared to benchmarks. 2. Analyze individual job performance and competency profiles to identify gaps. 3. Translate performance gaps into competency gaps for critical job holders. 4. Determine training needs to address competency gaps. 5. Justify training solutions through a return on investment analysis. 6. Evaluate training impact on closing competency and performance gaps.
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Training Need Analysis - Apr 2012
- 1. Training Need Analysis Hj Arriffin Mansor
- 2. Training Need Analysis A practical approach
- 3. A Dual TNA ORGANISATIONALANALYSIS INDIVIDUAL ANALYSIS Performance Competency Profile Statement Analysis of key job holders Benchmarkings Competency Gaps Real performance Training Delivery Gaps Alternatives Key Result Areas Justifying Training Critical Evaluate Training Performance Gaps
- 4. Extra Targeted Corporate Goals Critical Evaluate Performance Training Gaps Training Need Justifying Training Analysis Critical Job Delivery Holders Alternatives Draw competencies Competency through Task Gap Analysis Analysis Performance Based TNA 4
- 5. Competency gaps frompast performance Critical Competency Training Needs •Financial Peformance Gaps •ROE Chart profiles •Industry Statements •Compare against •BSC Perspectives Standards •Confirm with Industry task analysis STandards •Survey past Key Job Holders Competency gaps performance
- 6. Stage One :Establish Organisational support and business direction 1. Ask and analyse 3 years Financial Statements based on industry standards 2. Identify weak performance areas using Du Pont Ratio Analysis 3. ‘Project Parameters’ : rationale of approach(es), time needed, numbers of people involved, admin. (& other) support needed. – Establish Committee on performance • Benchmarkings • Accepted KPIs – Establish performance standards – Identify weak performers through KPI Performance Based TNA 6
- 7. New learning fornew targeted performance New Targeted BSC Bus Plans Performance Perspectives Competency New Best Practices Gaps Learnings Training Needs
- 8. Critical Performance Gaps Industrial ROE ROE Chart Chart – Industry Actuals Standards
- 9. Performance Gaps Past Performance New Targeted Goals
- 10. Stage Two :Organisational Performance Gap Analysis 1. Central Issue = ‘how well is the organisation doing?’ 2. N.B. Organisation does not have to be underperforming to need development 3. Importance of the ‘transfer’ climate : system-wide factors that may support/undermine training 4. Goldstein (1993) : 4 stages of Organisational Analysis – Specify training goals (3 types) – Determine training climate – Identify legal constraints (vertical and horizontal) – Determine resources available Performance Based TNA 10
- 11. How to identifycompetency gaps Past Performance New Targetd Competency Performance Gaps Industry Standards
- 12. How to identifytraining needs Identify key job holders Conduct Competency Profile Competency Gaps Industry Best Practices
- 13. Key Job Holders Training Needs Competency Gaps Performance Gaps
- 14. Stage Three :Team and Individual Performance Analysis 1. determine teams to be assessed 2. Narrow to key job holders 3. identify how needs assessment data best collected – interviews, observations, surveys, tests, records, SME’s, focus groups, work samples, etc. 4. determine who is going to provide necessary info – Benchmarks internally and externally. 5. ascertain key points of contact and their responsibilities 6. anticipate problems and difficulties 7. develop a TNA protocol Performance Based TNA 14
- 15. 3 ways toidentify competency gaps TASK ANALYSIS Competency BEST PRACTICES Gaps BSC PERSPECTIVES
- 16. Stage Four :Individual Job & Task Analysis • Job and function analysis • Duty Analysis • Best Practices • Task Analysis for TNA should provide • a job specification (KSA’s/competencies required). • Training spec. derived from difference between employees’ current and ideal levels • Reid & Barrington (1997) : 3 main TNA TA approaches (task identification & task element analysis) – Comprehensive Approach – Key Task Analysis – Problem-Centred Approach • Task fidelity (physical and psychological) – e.g. stages and ‘key points analysis’, manual skills analysis, job learning analysis, faults analysis, benchmarking, Critical Incidents Technique. Performance Based TNA 16
- 17. 3 4 2 5 6 step 1 TNA 6
- 18. Detailed Job Holders performance competency and job profile analysis Critical Competency Performance Gap Gaps identified Best Practices Training Specific in the industry need training solutions analysis
- 19. Key Performance Key Performance areas Indicators Measure performance due ROE chart Best to competency improvement practices in the Industry
- 20. Stage Five :Person and job Analysis • Who in the organisation needs training – Confine to critical performance gaps only – Critical job holders • What kind of training is needed – Competency gaps identified • KSA deficits - must have suitable performance criteria – performance evaluation – Key Performance indicators – 360-feedback ratings – KSA’s of new recruits – Development Centre ratings – self-assessments Performance Based TNA 20
- 21. TNA Training Performance Evaluation Gaps Alternative Poor Training Performers Solutions Competency Gaps
- 22. Training Need Analysis Training Performance Performance gaps identified Evaluation Gaps through ROE Chart Using KPIs to measure Alternative performers Poor Training Performers Solutions Competency Benchmarking for best Gaps practices
- 23. Identify key jobholders Competency Profile Competency Gaps Industry Best Practices
- 24. Training Evaluation Outcome Trainee’s based Reaction Output Learning based perception Skill or competency based
- 25. ROI for Trainingeffectiveness Calculate Pre- the ROI training training data Tabulate KPI of the cost of existing training Input output graph as a activities measure of training Isolate the Post effect of training volume Data KPI of change
- 26. TNA summary steps 1.Identify weak KPAs by comparing outputs against standards using the Du Pont format. 2. Detailed analyis of the performance gaps by input output analysis and variance analysis 3. Analyse performance gaps and translate into competency gaps. 4. Identify training needs 5. Justify training through ROI 6. Evaluate Training Performance Based TNA 26
- 27. TNA should leadtowards Organsational Performance Improvement The End