Training need analysis
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The document outlines the steps in a training needs analysis process which is used to identify problems or issues in the workplace and determine if training can help address them. It involves assessing future organizational goals and challenges, determining required employee performance to meet these goals, assessing employee skills/knowledge needed for the required performance, and identifying any gaps where training is necessary to bridge differences between existing and required skills/knowledge. Various techniques are discussed for collecting information on specific training needs such as observation, interviews, questionnaires, job descriptions, and problem solving conferences.
Training need analysis
- 1. Training Need Analysis Training needs analysis process is a series of activities conducted to identify problems or other issues in the workplace, and to determine whether training is an appropriate response.
- 2. The bigger picture Organisational performance Employee performance Employee Skills, Knowledge and Attitudes Employee education, experience and training
- 3. Training? Training helps to bridge the gap Existing Skills Knowledge Attitudes Required Skills Knowledge Attitudes
- 4. Training Need Analysis (TNA) TNA is a tool to identify the gap Existing Skills Knowledge Attitudes Required Skills Knowledge Attitudes
- 5. TNA (Step 1): Future performance Existing performance Future performance What are expected future performance of organisation? profit growth customer base new products ? ?
- 6. TNA (Step 2): Challenges Existing challenges Future challenges What are we concerned about? What’re the challenges today? What challenges we are likely to face in the future?
- 7. TNA (Step 3): Employee performance Existing performance Future Performance In what way our employees should start performing differently to help us meet the challenges and take us to the goals?
- 8. TNA (Step 4): New Skills, knowledge and Attitudes Existing Skills Knowledge Attitudes Required Skills Knowledge Attitudes In order for our employees to perform differently, what kind of new Skills, Knowledge and Attitudes they need to have?
- 9. TNA (Step 5): Training needs Existing Skills Knowledge Attitudes Required Skills Knowledge Attitudes Now that we know what kind of new Skills, knowledge and Attitudes are required for our employees, how can we bridge the gap?
- 10. TNA in essence… Start with future organisational goals and challenges Assess required employee performance to meet the goals and challenges Assess required employee Skills, Knowledge and Attitudes to deliver the performance Identify employee training needs to bridge the gap 1 2 3 4
- 11. Who Conducts Needs Analysis & Why? An in-house trainer or a consultant performs a needs analysis to collect and document information concerning any of the following issues : 1. Performance problems 2. Anticipated introduction of new system, task or technology 3. A desire by the organization to benefit from a perceived opportunity
- 12. Techniques for Determining Specific Training Needs Observation In this approach, an employee’s performance itself is source of information. You evaluate a worker’s performance through first-hand observation and analysis.
- 13. Interviews Interviews allow you to meet employees face to face. Because you are in conversation with workers, you can explore their responses in depth. You can ask for clarification of comments and for examples of what they mean. In this way, you obtain a full understanding of their performance deficiencies.
- 14. Questionnaires A questionnaire is a sort of interview on paper. You create your own questionnaire by writing down all the questions you want employees to answer for you. Questionnaires can be useful in obtaining a ‘ big picture ’ of what a large number of employees think.
- 15. Job Descriptions When an employee’s job description has been defined, the trainer can easily tailor his training curriculum to a very close proximity.
- 16. The Difficulty Analysis The Difficulty Analysis establishes which of the duties cause the employee the greatest amount of troubles and how this trouble can be reduced through better training.
- 17. Problem Solving Conference Another time-tested technique for gathering needs analysis material from employees is to conduct periodic problem solving conferences. It is always helpful to utilize an outside consultant to moderate such sessions. This outside sponsorship has a tendency of letting the workers express their feelings about his organization, and the session can then be geared to training needs.
- 18. Formula To Decide DESIRED PERFORMANCE (Optimals) - ACTUAL PERFORMANCE (Actuals) = POSSIBLE TRAINING NEED
- 19. Determine Cause(s) Is it a problem of skill or a problem of will? I don’t wanna! I don’t know how. I don’t wanna!
- 20. If a skill deficiency.. Provide training Provide practice Provide feedback Simplify the task OJT Transfer Terminate
- 21. Yes, it is a problem of will…Then one last question Obstacles? Remove Obstacles
- 22. Thank You!