Training Needs Analysis
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This document outlines the process for conducting a training needs analysis (TNA). It defines a TNA as a method to determine if a training need exists and, if so, what training is required to address any gaps. The key steps in a TNA include analyzing the organization, tasks, and individuals to identify performance gaps and their causes, which may indicate training needs or non-training issues. Data collection techniques like questionnaires, interviews, documentation review and observations are described. The overall goal of a TNA is to accurately assess training requirements and link them to organizational objectives.
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Training Needs Analysis
- 2. 2 Learning Outcomes Define a Training Needs Analysis (TNA). Explain the significance of a TNA. Describe the process for carrying out a TNA.
- 4. 4 What is a TNA? A TNA is the method of determining if a training need exists and if it does, what training is required to fill the gap. This is achieved by collecting both qualitative and quantitative data for analysis.
- 5. 5 TRAINING NEEDS ANALYSIS Scrutiny of the training, learning and development needs of the employees. It considers the KSA’s and how to develop them and support the individual’s career progression.
- 6. 6 TRAINING NEEDS ASSESSMENT A process by which we can determine what sort of KSA of employees that can be accomplished via some sort learning / training means.
- 7. 7 A training needs exists when there is a gap between what is required of an employee to perform their work competently and what they actually know.
- 8. 8 Significance of a TNA Training may be incorrectly used as a solution to a performance problem. Training program may have the wrong content, objectives or methods. Trainees may be sent to training programs for which they do not have the basic skills or confidence needed to learn.
- 9. 9 Significance of a TNA Learning can be directly related to organizational objectives. Learning can be targeted at specific requirements. Learning needs can be identified and prioritized. Learning can be tailored to requirements.
- 10. 10 What Triggers TNA? AP < EP = P G
- 11. 11 STARTING POINTS FOR A TNA Complaints from staff, customers/clients Poor quality work Frequent errors Large staff turnover Deadlines not being met Conflict amongst staff New equipment systems IndicatorsIndicators of aof a needneed IndicatorsIndicators of aof a needneed
- 12. 12 TNA INPUT Analysis of the environment, strategies and resources to determine where to emphasize training. ORGANIZATIONAL ANALYSIS Mission and Strategies Resources Internal Environment
- 13. 13 TNA INPUT Analysis of performance, knowledge and skills in order to determine who needs training. PERSON ANALYSIS Define the Job Determine where to collect information Identify the method to use Gather and analyze data
- 14. 14 THREE ELEMENTS OF TNA Analysis of the activities to be performed in order to determine needed competencies. Performance Appraisals Self-ratings Tests TASK / JOB ANALYSIS
- 15. 15 TNA FRAMEWORK Performanc e Gap Organizational Analysis Task / Job Analysis Person Analysis Identify performance discrepancy and its causes Training Needs Non-Training Needs
- 16. 16 Needs Assessment Techniques • Generates data relevant to work environment • Minimizes interruption of work • Needs skilled observer • Employee’s behavior may be by being observed OBSERVATION PROS CONS
- 17. 17 Needs Assessment Techniques • Inexpensive • Can collect data from a large number of persons • Data easily summarized • Requires time • Possible low return rates, inappropriate responses • Lack details QUESTIONNAIRE S PROS CONS
- 18. 18 Needs Assessment Techniques • Good at uncovering details of training needs as well as causes of and solutions to problems • Can explore unanticipated issues that come up • Time consuming • Difficult to analyze • Needs skilled interviewer • Difficult to schedule INTERVIEWS PROS CONS
- 19. 19 Needs Assessment Techniques • Useful with complex or controversial issues that one person may be unable or unwilling to explore. • Questions can be modified to explore unanticipated issues. • Time-consuming to organize. • Group members only provide information they think you want to hear FOCUS GROUPS PROS CONS
- 20. 20 Needs Assessment Techniques • Good source of information on procedure • Objective • Good source of task information for new jobs in the process of being created. • You may be unable to understand technical language • Materials may be obsolete DOCUMENTATIO N PROS CONS
- 21. What Caused the Gaps? Performance Gap KSA Deficiency Reward/ Punishment Incongruence Inadequate Feedback Obstacles in the System
- 22. TNA Output Performance gaps that resulted from the lack of KSAs and which training is necessary. Training Needs
- 23. TNA Output Reward/Punishment Incongruencies Inadequate Feedback Obstacle in the System Non-Training Needs (without KSA Deficiency)
- 24. 24 How to do a TNA - Process 1. Document the problem1. Document the problem 2. investigate the problem2. investigate the problem 3. Plan the needs analysis3. Plan the needs analysis 4. Select the technique4. Select the technique 5. Conduct the analysis5. Conduct the analysis 6. Analyse the data6. Analyse the data 7. Report the findings7. Report the findings 77 stepssteps 77 stepssteps
- 25. 25 Report the findings Title page Executive summary Table of contents Introduction Recommendation Training Plan Data collection and analysis methods Cost analysis, proposed costs of recommended solutions
Editor's Notes
- There are times when a TNA is not necessary. For example, the organization will communicate a new vision or address a legal concern – it is advisable to train ALL employees regarding those. However, teams who have been working for so many years who have attended a couple of team-building trainings who have an EFFICIENCY problem can benefit from a TNA. The TNA will identify what is causing the performance problem and as well as the training program that will allow them to become more productive.
- Identification of Learning Needs - The process by which organizations and individuals systematically investigate current and future learning requirements in relation to the operating environment. Learning Design - The development of an intervention (training, job rotation, etc) to address the identified learning needs. Delivery of Learning Programme - The implementation of the learning intervention at individual, group or organizational levels. Learning Evaluation - Without evaluation we do not know if the investment in learning has had the desired result.
- There are 2 kinds of TNA Proactive – problems are not yet identified. The TNA is conducted to identify what will cause the future performance gaps. Reactive – problems are already present. The TNA is conducted to know what causes the performance gaps and will determine if these gaps can be remedied by a training or can be addressed by taking other measures.
- The performance gaps (PG) triggers the needs analysis in a reactive TNA. Actual Performance (AP) is less than (&lt;) the Expected Performance, resulted to (=) a Performance Gap (PG)
- Usually, in conducting the organizational analysis, you interview the top management about the mission, strategies, budget, and values of the company. To reiterate, training and development (T&D) programs must be strategic in the first place to avoid a mismatch between the training provided and the people who are trained. Although, the business strategy must be aligned with all other functions and systems in the organization and not just in T&D alone. Like for instance, recruitment of employees should consider the business strategy when selecting and hiring competent employees. Because if there is a mismatch between the people and the job, it causes more dilemma than anyone could imagine.
- The person analysis will identify those incumbents who are not meeting the performance requirements because each employee will be examined. For example, in a production department of computer chips. Their expected performance should be 5 rejects per month but their actual performance is 50 rejects per month. In conducting the person analysis, you will determine who are the employees who do not have the KSAs to perform the job. To determine who the ‘problem employees’ are, you can either interview their team members, peers, and supervisors or look at the data given in their performance appraisals or their self-ratings. Sometimes, these data are not accurately done because of lack of time and it could be fabricated as well. To find out if the employee is really fit for the job (or has the necessary KSAs to perform well), give them written tests (cognitive exams about their job), or behavioral tests to find out their attitude while in the work place.
- The operational analysis determines the tasks to reach the expected performance. Identify what is the job, the duties and responsibilities of the job. 2. Then you can get the information from the job description. You can also interview the job-holders and their supervisors. 3. You can either give them a questionnaire or organize a meeting with them. ***Kindly see the sample questionnaire attachment. 4. In analyzing the data gathered, it is important to identify the level of importance of the KSAs. For example, a branch manager rated his communication skill as very important, yet the company is providing more training on knowledge of products and services. Therefore, the training provided is not the training need for the branch manager.
- Conducting a Training Needs Analysis is also a step by step process. When the gaps have been identified, the person in charge of the TNA must take a look into the three aspects of the company – internal/external business environment (organization), the jobs (operational), and the people (person). The analysis of the organization, jobs, and the people, will provide a concrete result on what caused the performance gaps. Training needs or non-training needs can be determined after knowing the causes of the performance gaps.
- After identifying what caused the performance gaps, we can now determine the training needs vs. the non-training needs
- When the performance gaps are caused by insufficient KSAs, the solution is a training. For example: A newly promoted staff (from marketing officer to marketing manager) who did not have proper training on how to handle subordinates. But there are also KSA deficiencies which can be solved by other measures – through job aids, changing work conditions, or coaching and mentoring.
- Reward/Punishment incongruence happens when there is a mismatch between what the company provides and what the employee needs. For example: A high-performer employee gets more work load compared to his/her team members who are also receiving the same salary. Simply put, the best performers often gets a reward through a punishment. Solving this problem does not require a training. The company can either provide an attractive incentive scheme for those employees who are performing well or better yet, promote them (but of course the employee must be ready for the promotion, and that promotion will then require a training for the new position). 2. Employees who are supposed to be monitored by their supervisors but due to lack of time, they are neglected and the inadequate feedback caused them to perform less than expected on their jobs. These employees does not need a retooling program to perform well, but guidance from their superiors or supervisors. In this particular problem, it is best to train the supervisor on how to properly manage their subordinates and not the employees. 3. Sometimes, conditions in the work place obstruct the desired performance levels. Like for example, getting refunds from a financial institution who always delay the release of checks because it is what the management instructed them to do. In this case, the employees are not the problem, but their system (or the company itself).