This document outlines the process and importance of conducting a training needs assessment. It discusses identifying gaps between actual and preferred performance levels, and using techniques like observation, questionnaires, interviews and documentation to assess organizational, task, and individual needs. The goal is to determine the knowledge, skills, and attitudes required for jobs and guide training decisions to improve human and organizational performance. A proper needs assessment ensures training addresses real needs and leads to expected learning and behavior change.

2. Presented By:
•
•
•
•
•
Pritam Sarkar
Neha Dinesh Kumar
Arjun Kumar Thapa
Rushikesh Dawande
Zeeshan Khan

3. TRAINING NEEDS ASSESSMENT
TRAINING NEEDS
• Gap between the present level of actual performance and
preferred performance that can be narrowed through training.
• An outline of desired skills and abilities to be developed in
order to improve the performance of the organization.

4. TRAINING NEEDS ASSESSMENT
100 %
90 %
standard/preferred
performance
GAP-TRAINING NEEDS
75 %
present level of
actual performance
50 %
SKILLS, KNOWLEDGE AND ATTITUDE
TRAINING REQUIREMENTS
0%

5. Why Conduct a Needs Assessment?
• To guide decision-making.
• To provide justification for decisions before they
are made.
• To provide a systemic perspective for decisionmakers.
• To allow for interdisciplinary solutions for
complex problems.
• To offer a replicable process that can be used
over and over again.
• To focus partners on shared understanding of
issues and shared goals.

6. What is a Needs Assessment?
A systematic process of asking questions,
comparing answers, and making informed
decisions about what to do next to improve
human (or organizational) conditions and
performance.

7. Why is Needs Assessment Necessary in
Training?
• Training may be incorrectly used as a solution
to a performance problem.
• Training Programs 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.
• Training will not deliver the expected learning,
behaviour change or financial results that the
company expects.

8. Causes for Assessment
•
•
•
•
•
•
•
Lack of Basic Skills.
Poor Performance.
New Technology.
Customer Requests.
New Products.
Higher Performance Standards.
New Jobs.

9. Outcomes of Assessment
•
•
•
•
•
•
•
What Trainees Need To Learn.
Who Receives Training.
What Training Method Is Appropriate.
Frequency Of Training.
How Training Should Be Evaluated.
How To Facilitate Transfer Of Training.
Training Versus Other HR Options Such As
Selection Or Job Redesign.

10. Techniques Of Assessments
• Observation
Generates Data Relevant To Work Environment.
Minimizes Interruption Of Work.
• Questionnaires
Inexpensive.
Can Collect Data From A Large Number Of
Persons.
Data Easily Summarized.

11. • Interviews
Can Explorer Unanticipated Issues That Come
Up.
Questions Can Be Modified.
• Focus Groups
Useful With Complex Or Controversial Issues
That One Person May Be Unable Or Unwilling To
Explore.
Questions Can Be Modified To Explore
Unanticipated Issues.

12. • Documentation
Good Source Of Information On Procedure.
Objective.
Good Source Of Task Information For New
Jobs And Jobs In The Process Of Being
Created.
• Online Technology (Soft wares)
Objective.
Minimizes Interruption Of Work.
Requires Limited Human Involvement.

13. Components of training needs
assessment
• Strategic/organizational analysis
• Task/job needs analysis
• Person analysis

14. Organizational needs assessment
– In conducting organizational analysis, the
company may consider issues like:
•
•
•
•
•
•
•
Increased competition for old and new business.
Increased needs on cooperation among companies.
Business strategies of the rival companies.
Research and innovation.
Merger, acquisition, diversification and expansion.
Automation and modernization.
Manpower plan on hiring, retrenching and deployment
of stall

15. Task analysis / job needs assessment
– The process of collecting information regarding
the job, for use in developing training programs, is
often referred to as task analysis or job needs
analysis.
– Task analysis explains what must be done to
perform a job or complete a process successfully.
– Task analysis means detailed examination of a job
role to find out what are the
• knowledge, skill, attitude, motives, values and self
concept needed in people for superior or effective
performance.

16. • There are four steps involved in task analysis:
– Develop a list of task statements
– Develop list of task clusters
– Develop a list of KSAs (Knowledge, skills and
attitude)
– Assess the importance of tasks

17. Person needs analysis
– A person needs analysis identifies gaps between a
person’s current capabilities and those identified
as necessary or desirable.
– Person needs analysis can be either broad or
narrow in scope.
• The broader approach compares actual performance
with the minimum acceptable standards of
performance.
• The narrower approach compares an evaluation of
employee proficiency on each required skill dimension
with the proficiency level required for each skill.

18. Process of training needs analysis
1. Identifying the objectives of the organization.
2. Appointing a training coordinator.
3. Gathering information about the skills and
abilities of the individuals.
4. Analyzing that information.
5. Identifying the gaps & drawing a training
plan.