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Training Need Analysis - Apr 2012

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a practical approach in identifying training need

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Training Need Analysis - Apr 2012

  1. 1. Training Need Analysis Hj Arriffin Mansor
  2. 2. Training Need Analysis A practical approach
  3. 3. A Dual TNA ORGANISATIONAL ANALYSIS 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. 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. 5. Competency gaps from past 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. 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. 7. New learning for new targeted performance New Targeted BSC Bus Plans Performance Perspectives Competency New Best Practices Gaps Learnings Training Needs
  8. 8. Critical Performance Gaps Industrial ROE ROE Chart Chart – Industry Actuals Standards
  9. 9. Performance Gaps Past Performance New Targeted Goals
  10. 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. 11. How to identify competency gaps Past Performance New Targetd Competency Performance Gaps Industry Standards
  12. 12. How to identify training needs Identify key job holders Conduct Competency Profile Competency Gaps Industry Best Practices
  13. 13. Key Job Holders Training Needs Competency Gaps Performance Gaps
  14. 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. 15. 3 ways to identify competency gaps TASK ANALYSIS Competency BEST PRACTICES Gaps BSC PERSPECTIVES
  16. 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. 17. 3 4 2 5 6 step 1 TNA 6
  18. 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. 19. Key Performance Key Performance areas Indicators Measure performance due ROE chart Best to competency improvement practices in the Industry
  20. 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. 21. TNA Training Performance Evaluation Gaps Alternative Poor Training Performers Solutions Competency Gaps
  22. 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. 23. Identify key job holders Competency Profile Competency Gaps Industry Best Practices
  24. 24. Training Evaluation Outcome Trainee’s based Reaction Output Learning based perception Skill or competency based
  25. 25. ROI for Training effectiveness 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. 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. 27. TNA should lead towards Organsational Performance Improvement The End

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