Training Needs Analysis

1. RUSSEL DEL ROSARIO
ROMERO
Training
Needs
Analysis
(TNA)

2. 2
Learning Outcomes
Define a Training Needs Analysis (TNA).
Explain the significance of a TNA.
Describe the process for carrying out a
TNA.

3. 3
The Training Process
Identify
the
Need
Identify
the
Need
Evaluate
the
Training
Evaluate
the
Training
Plan
the
Training
Plan
the
Training
Deliver
the
Training
Deliver
the
Training

4. 4
What is a TNA?
A TNA is the method of
determining if a training
need exists and if it
does, what training is
required to fill the gap.
This is achieved by
collecting both
qualitative and
quantitative data for
analysis.

5. 5
TRAINING NEEDS
ANALYSIS
Scrutiny of the training,
learning and development
needs of the employees. It
considers the KSA’s and
how to develop them and
support the individual’s
career progression.

6. 6
TRAINING NEEDS
ASSESSMENT
A process by which we can determine what sort of
KSA of employees that can be accomplished via
some sort learning / training means.

7. 7
A training needs exists when there is a gap
between what is required of an employee to
perform their work competently and what they
actually know.

8. 8
Significance of a TNA
Training may be incorrectly used as a
solution to a performance problem.
Training program 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.

9. 9
Significance of a TNA
Learning can be directly related to
organizational objectives.
Learning can be targeted at specific
requirements.
Learning needs can be identified and
prioritized.
Learning can be tailored to requirements.

10. 10
What Triggers TNA?
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11. 11
STARTING POINTS FOR A TNA
Complaints from staff, customers/clients
Poor quality work
Frequent errors
Large staff turnover
Deadlines not being met
Conflict amongst staff
New equipment systems
Indicators Indicators
of aof a
needneed
Indicators Indicators
of aof a
needneed

12. 12
TNA INPUT
Analysis of the environment,
strategies and resources to
determine where to emphasize
training.
ORGANIZATIONAL ANALYSIS
Mission and Strategies
Resources
Internal Environment

13. 13
TNA INPUT
Analysis of performance,
knowledge and skills in order
to determine who needs
training.
PERSON ANALYSIS
Define the Job
Determine where to collect information
Identify the method to use
Gather and analyze data

14. 14
THREE ELEMENTS OF TNA
Analysis of the activities to be
performed in order to determine
needed competencies.
Performance Appraisals
Self-ratings
Tests
TASK / JOB ANALYSIS

15. 15
TNA FRAMEWORK
Performanc
e
Gap
Organizational
Analysis
Task / Job
Analysis
Person
Analysis
Identify
performance
discrepancy
and its causes
Training
Needs
Non-Training
Needs

16. 16
Needs Assessment Techniques
•Generates data relevant
to work environment
•Minimizes interruption of
work
•Needs skilled
observer
•Employee’s behavior
may be by being
observed
OBSERVATION
PROS CONS

17. 17
Needs Assessment Techniques
•Inexpensive
•Can collect data from a
large number of persons
•Data easily summarized
•Requires time
•Possible low return
rates, inappropriate
responses
•Lack details
QUESTIONNAIRE
S
PROS CONS

18. 18
Needs Assessment Techniques
•Good at uncovering
details of training needs
as well as causes of and
solutions to problems
•Can explore
unanticipated issues that
come up
•Time consuming
•Difficult to analyze
•Needs skilled
interviewer
•Difficult to schedule
INTERVIEWS
PROS CONS

19. 19
Needs Assessment Techniques
•Useful with complex or
controversial issues that
one person may be
unable or unwilling to
explore.
•Questions can be
modified to explore
unanticipated issues.
•Time-consuming to
organize.
•Group members only
provide information
they think you want
to hear
FOCUS GROUPS
PROS CONS

20. 20
Needs Assessment Techniques
•Good source of
information on
procedure
•Objective
•Good source of task
information for new
jobs in the process of
being created.
•You may be unable
to understand
technical language
•Materials may be
obsolete
DOCUMENTATIO
N
PROS CONS

21. What Caused the Gaps?
Performance Gap
KSA
Deficiency
Reward/
Punishment
Incongruence
Inadequate
Feedback
Obstacles in
the System

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

23. TNA Output
Reward/Punishment Incongruencies
Inadequate Feedback
Obstacle in the System
Non-Training Needs (without KSA
Deficiency)

24. 24
How to do a TNA - Process
1. Document the problem
1. Document the problem
2. investigate the problem
2. investigate the problem
3. Plan the needs analysis3. Plan the needs analysis
4. Select the technique
4. Select the technique
5. Conduct the analysis
5. Conduct the analysis
6. Analyse the data
6. Analyse the data
7. Report the findings
7. Report the findings
77
stepssteps
77
stepssteps

25. 25
Report the findings
Title page
Executive summary
Table of contents
Introduction
Recommendation
Training Plan
Data collection and analysis methods
Cost analysis, proposed costs of
recommended solutions