training need analysis

1. Training Need
Analysis
Sameeksha Gurav(90)

2. 1.
Definition

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. 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. 2.
Benefits

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. • 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. 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. 4.
TNA Framework

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

11. 5.
TNA Inputs

12. • Organizational Analysis
1. Mission and Strategies
2. Resources
3. Internal Environment
TNA: Input

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. • Individual Analysis
1. Performance Appraisals
2. Self-ratings
3. Tests

15. 6.
Outputs

16. TNA : What caused the Gaps?
Performance Gap
KSA
Deficiency
Reward/
Punishment
Incongruence
Inadequate
Feedback
Obstacles in
the System

17. Training Needs
Performance gaps that resulted from the lack of
KSAs and which training is necessary.
TNA : Output

18. Non-Training Needs (without KSA deficiency)
1. Reward/Punishment Incongruencies
2. Inadequate Feedback
3. Obstacles in the System
TNA : Output

19. 7.
Key Steps

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. • 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. • 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. 8.
Analytical Tools

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. 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. 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. Individual Interviews
•Efficient, flexible and rewarding way of gathering information
•Must be conducted in a consistent manner

28. 9.
What to Avoid

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. Thank YOu