Training need analysis
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The document discusses training need analysis, which is conducted to identify workplace issues and determine if training can help address them. It involves 5 steps: 1) assessing future organizational goals and challenges, 2) required employee performance, 3) required employee skills/knowledge/attitudes, 4) identifying training needs to bridge gaps, and 5) starting with future goals to assess needed changes. Various techniques are outlined to determine specific training needs, including observation, interviews, questionnaires, job descriptions, and problem solving conferences. The analysis helps establish how training can help reduce employee troubles and improve performance.
Training need analysis
- 1. Training Need AnalysisTraining 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. NAME:- SHATADAL BISWAS SEGN.- HR- trainee (Shyam SEL & power limited)
- 2. The bigger pictureThe bigger picture Organisational performance Employee performance Employee Skills, Knowledge and Attitudes Employee education, experience and training
- 3. Training? Training helps to bridge the gapExisting • Skills • Knowledge • Attitudes Required • Skills • Knowledge • Attitudes
- 4. Training Need Analysis (TNA) TNA is a tool to identify the gapExisting • 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…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 &Who Conducts Needs Analysis & Why?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 DeterminingTechniques for Determining Specific Training NeedsSpecific 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. InterviewsInterviews 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. QuestionnairesQuestionnaires 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 DescriptionsJob 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 AnalysisThe 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 ConferenceProblem 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 DecideFormula To Decide DESIRED PERFORMANCE (Optimals) - ACTUAL PERFORMANCE (Actuals) = POSSIBLE TRAINING NEED
- 19. Determine Cause(s)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..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 oneYes, it is a problem of will…Then one last questionlast question Obstacles? Remove Obstacles
- 22. Thank You!