A full Description of Training Need Analysis

1. TRAINING NEED ANALYSIS
SABARI SURYA

2. WHAT IS TNA?
A training needs analysis is a systematic approach for
determining what training needs to take place.

4. STAGES
Training need analysis is conducted at three
stages:
1. Organisational Analysis
2. Job Analysis
3. Individual Analysis

6. 1. Organisational Analysis
It is aimed at short listing the focus areas for training
within the organisation and the factors that may affect
the same.
It studies :
1. Mission and Strategies
2. Resources
3. Internal Environment
Eg) IBM and Motorola

7. Techniques for collecting data
At organisational level:
- Personnel and skill inventories
- Organisational climate and efficiency indices
- Management requests
- Exit interviews
- Management by Objectives (MBO)

8. 2. JOB ANALYSIS
- It is an objective assessment of wherein both the
worker oriented approach as well as the task oriented
approach is taken into consideration.
- The former approach identifies key behaviours and
the latter identifies the activities to be performed.
- The former is useful in deciding the intervention and
the latter in content development and program
evaluation.

9. 3. INDIVIDUAL ANALYSIS
- It is concerned with who in the organisation needs the
training and in which particular area.
- Here performance is taken out from the performance
appraisal data and the same is compared with the standard
of performance.
Individual analysis is also conducted through:
- Questionnaires
- 360 feedback
- Personal interviews

10. TNA FRAMEWORK
Performance
Gap
Organizational
Analysis
Operational
Analysis
Person
Analysis
Identify
performance
discrepancy
and its causes
Training
Needs
Non-Training
Needs

11. TYPES OF TNA

12. • Training methods can range from:
– On the job training (OJT)
– Mentoring and coaching;
– Classroom / lecture
– Web-based / e-learning
– Reading / books
– Conferences
– Academic programs

13. Collecting information for TNA
• Surveys
• Focus groups
• Individual interviews
• Discussions with relevant bodies (trade associations,
Chambers of Commerce, universities, unemployment
services)
• Variance analysis

14. Why do we need training?
• Having the knowledge and right skills to be able
to do their work effectively and competently.
• Training may be needed when there is a gap
between the desired performance, and the current
performance, and the reason for that gap is lack of
skill or knowledge.
• Training may only be able to resolve part of the
problem. Thus we need to analyze the problem and
find out whether training will be able to resolve it.
• If training is necessary, we also need to
define the objective of the training and how
it will help the member(s) become more
effective.

15. • Training needs analysis address the following
questions:
– What training is needed and why?
– Where is training needed?
– Who needs training?
– How will training be provided?
– How much will training cost?
– What will be the impact on business?

16. Why Conduct a Training Needs
Analysis?
• Effective training programs correctly identify
and address the training needs.
• Training may be incorrectly used as a solution
to a performance problem
• Need to determine what or who needs to be
trained.
• Training programs may have the wrong
content, objectives or methods

18. Key steps in conducting effective
Training need analysis
• Prepare thoroughly
• Follow a structured methodology
• Link training needs with the objectives of the
network
• Gain commitment from members to participate in the
TNA
• Communicate with all those involved
• Ensure you have the skills to conduct the TNA
(analytical and communication)
• Collate the results gathered

19. Five Steps of Training Needs Assessment

20. Cause Solution
• If skill or knowledge……….training
• If lack feedback……………..feedback, standards
• If not motivated…………….rewards, consequences
• If unclear expectations…..std, measure, discuss
• If job environment…………change environment
• If potential……………………change personnel

21. What to avoid?
• Making snap assumptions about performance
problems
• organising training without first establishing a need
• taking a one size fits all approach.