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Tna

  1. 1. Training Need Analysis Sameeksha Gurav(90)
  2. 2. 1. Definition
  3. 3. A TNA is the systematic investigation of training needs within an organisation. It is part of a process which integrates training with the business or development plans of an organization. Systematic method for determining what caused performance to be less than expected.
  4. 4. Monitoring current performance using techniques such as observation, interviews and questionnaires Anticipating future shortfalls or problems Identifying the type and level of training required and analysing how this can best be provided.
  5. 5. 2. Benefits
  6. 6. Benefits of a Training Needs Analysis • Identifies performance goals and the knowledge, skills and abilities needed by a company‟s workforce to achieve those goals • Identifies gaps in training provision in sectors and or regions • Helps direct resources to areas of greatest priority • Addresses resources needed to fulfil the organisational mission, improve productivity, and provide quality products and services
  7. 7. • Helps direct resources to areas of greatest priority • Addresses resources needed to fulfil the organisational mission, improve productivity, and provide quality products and services
  8. 8. Training needs can be sorted broadly into three types: • those you can anticipate • those that arise from monitoring • those which result from unexpected problems.
  9. 9. 4. TNA Framework
  10. 10. Performance Gap Organizational Analysis Operational Analysis Person Analysis Identify performance discrepancy and its causes Training Needs Non-Training Needs
  11. 11. 5. TNA Inputs
  12. 12. • Organizational Analysis 1. Mission and Strategies 2. Resources 3. Internal Environment TNA: Input
  13. 13. • Operational Analysis 1. Define the job 2. Determine where to collect information 3. Identify the method to use 4. Gather and analyze data
  14. 14. • Individual Analysis 1. Performance Appraisals 2. Self-ratings 3. Tests
  15. 15. 6. Outputs
  16. 16. TNA : What caused the Gaps? Performance Gap KSA Deficiency Reward/ Punishment Incongruence Inadequate Feedback Obstacles in the System
  17. 17. Training Needs Performance gaps that resulted from the lack of KSAs and which training is necessary. TNA : Output
  18. 18. Non-Training Needs (without KSA deficiency) 1. Reward/Punishment Incongruencies 2. Inadequate Feedback 3. Obstacles in the System TNA : Output
  19. 19. 7. Key Steps
  20. 20. key steps in conducting an effective Training Needs 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
  21. 21. • Ensure you have the skills to conduct the TNA (analytical and communication) • Collate the results gathered • Prioritise the identified training needs and group them into training categories
  22. 22. • Consider what type of training will be most appropriate. • Identify the level of need. • Ensure that the identification of training needs is integrated across the organisation
  23. 23. 8. Analytical Tools
  24. 24. Collecting information for a Training Needs Analysis • Surveys • Focus groups • Individual interviews • Discussions with relevant bodies (trade associations, Chambers of Commerce, universities, unemployment services) • Variance analysis
  25. 25. Surveys • Many people can be polled in a short period of time • Easily analysed • Cheap to administer • Can provide first level data • Should take the form of a questionnaire
  26. 26. Focus Groups •Small group interaction •More detailed •Exchange of new ideas Review what training needs identified are to be prioritised Identify the most suitable methods of delivery (classroom, online, blended etc.) Assess what resources are available within network e.g. training venues, training materials, training facilities, online forums to share learning materials etc.
  27. 27. Individual Interviews •Efficient, flexible and rewarding way of gathering information •Must be conducted in a consistent manner
  28. 28. 9. What to Avoid
  29. 29. • Making snap assumptions about performance problems • organising training without first establishing a need taking a one size fits all approach. • focusing on obvious training needs at the expense of those which may only be discovered through systematic monitoring.
  30. 30. Thank YOu
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