2. Learning Outcomes
Define a Training Needs Analysis (TNA).
2
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
Evaluate
the
Training
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. 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.
6
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
7
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.
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
11
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12. 12
TNA INPUT
ORGANIZATIONAL ANALYSIS
Analysis of the environment,
strategies and resources to
determine where to emphasize
training.
Mission and Strategies
Resources
Internal Environment
13. 13
TNA INPUT
PERSON ANALYSIS
Analysis of performance,
knowledge and skills in order
to determine who needs
training.
Define the Job
Determine where to collect information
Identify the method to use
Gather and analyze data
14. THREE ELEMENTS OF TNA
14
TASK / JOB ANALYSIS
Analysis of the activities to be
performed in order to determine
needed competencies.
Performance Appraisals
Self-ratings
Tests
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. Needs Assessment Techniques
16
OBSERVATION
PROS CONS
• Generates data relevant
to work environment
• Minimizes interruption of
work
• Needs skilled
observer
• Employee’s behavior
may be by being
observed
17. Needs Assessment Techniques
17
QUESTIONNAIRE
• Inexpensive
• Can collect data from a
large number of persons
• Data easily summarized
• Requires time
• Possible low return
rates, inappropriate
responses
• Lack details
S
PROS CONS
18. Needs Assessment Techniques
18
INTERVIEWS
PROS CONS
• 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
19. Needs Assessment Techniques
19
FOCUS GROUPS
PROS CONS
• 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
20. Needs Assessment Techniques
20
DOCUMENTATIO
PROS CONS
• Good source of
information on
procedure
• Objective
• Good source of task
information for new
jobs in the process of
being created.
N
• You may be unable
to understand
technical language
• Materials may be
obsolete
21. What Caused the Gaps?
Performance Gap
KSA
Deficiency
Reward/
Punishment
Incongruence
Inadequate
Feedback
Obstacles in
the System
22. TNA Output
Training Needs
Performance gaps that resulted from the
lack of KSAs and which training is
necessary.
23. TNA Output
Non-Training Needs (without KSA
Deficiency)
Reward/Punishment Incongruencies
Inadequate Feedback
Obstacle in the System
24. How to do a TNA - Process
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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
Editor's Notes
There are times when a TNA is not necessary. For example, the organization will communicate a new vision or address a legal concern – it is advisable to train ALL employees regarding those.
However, teams who have been working for so many years who have attended a couple of team-building trainings who have an EFFICIENCY problem can benefit from a TNA. The TNA will identify what is causing the performance problem and as well as the training program that will allow them to become more productive.
Identification of Learning Needs - The process by which organizations and individuals systematically investigate current and future learning requirements in relation to the operating environment.
Learning Design - The development of an intervention (training, job rotation, etc) to address the identified learning needs.
Delivery of Learning Programme - The implementation of the learning intervention at individual, group or organizational levels.
Learning Evaluation - Without evaluation we do not know if the investment in learning has had the desired result.
There are 2 kinds of TNA
Proactive – problems are not yet identified. The TNA is conducted to identify what will cause the future performance gaps.
Reactive – problems are already present. The TNA is conducted to know what causes the performance gaps and will determine if these gaps can be remedied by a training or can be addressed by taking other measures.
The performance gaps (PG) triggers the needs analysis in a reactive TNA.
Actual Performance (AP) is less than (<) the Expected Performance, resulted to (=) a Performance Gap (PG)
Usually, in conducting the organizational analysis, you interview the top management about the mission, strategies, budget, and values of the company. To reiterate, training and development (T&D) programs must be strategic in the first place to avoid a mismatch between the training provided and the people who are trained. Although, the business strategy must be aligned with all other functions and systems in the organization and not just in T&D alone. Like for instance, recruitment of employees should consider the business strategy when selecting and hiring competent employees. Because if there is a mismatch between the people and the job, it causes more dilemma than anyone could imagine.
The person analysis will identify those incumbents who are not meeting the performance requirements because each employee will be examined.
For example, in a production department of computer chips. Their expected performance should be 5 rejects per month but their actual performance is 50 rejects per month. In conducting the person analysis, you will determine who are the employees who do not have the KSAs to perform the job.
To determine who the ‘problem employees’ are, you can either interview their team members, peers, and supervisors or look at the data given in their performance appraisals or their self-ratings. Sometimes, these data are not accurately done because of lack of time and it could be fabricated as well. To find out if the employee is really fit for the job (or has the necessary KSAs to perform well), give them written tests (cognitive exams about their job), or behavioral tests to find out their attitude while in the work place.
The operational analysis determines the tasks to reach the expected performance.
Identify what is the job, the duties and responsibilities of the job.
2. Then you can get the information from the job description. You can also interview the job-holders and their supervisors.
3. You can either give them a questionnaire or organize a meeting with them. ***Kindly see the sample questionnaire attachment.
4. In analyzing the data gathered, it is important to identify the level of importance of the KSAs. For example, a branch manager rated his communication skill as very important, yet the company is providing more training on knowledge of products and services. Therefore, the training provided is not the training need for the branch manager.
Conducting a Training Needs Analysis is also a step by step process.
When the gaps have been identified, the person in charge of the TNA must take a look into the three aspects of the company – internal/external business environment (organization), the jobs (operational), and the people (person).
The analysis of the organization, jobs, and the people, will provide a concrete result on what caused the performance gaps.
Training needs or non-training needs can be determined after knowing the causes of the performance gaps.
After identifying what caused the performance gaps, we can now determine the training needs vs. the non-training needs
When the performance gaps are caused by insufficient KSAs, the solution is a training.
For example: A newly promoted staff (from marketing officer to marketing manager) who did not have proper training on how to handle subordinates.
But there are also KSA deficiencies which can be solved by other measures – through job aids, changing work conditions, or coaching and mentoring.
Reward/Punishment incongruence happens when there is a mismatch between what the company provides and what the employee needs. For example: A high-performer employee gets more work load compared to his/her team members who are also receiving the same salary. Simply put, the best performers often gets a reward through a punishment. Solving this problem does not require a training. The company can either provide an attractive incentive scheme for those employees who are performing well or better yet, promote them (but of course the employee must be ready for the promotion, and that promotion will then require a training for the new position).
2. Employees who are supposed to be monitored by their supervisors but due to lack of time, they are neglected and the inadequate feedback
caused them to perform less than expected on their jobs. These employees does not need a retooling program to perform well, but guidance
from their superiors or supervisors. In this particular problem, it is best to train the supervisor on how to properly manage their subordinates and
not the employees.
3. Sometimes, conditions in the work place obstruct the desired performance levels. Like for example, getting refunds from a financial institution
who always delay the release of checks because it is what the management instructed them to do. In this case, the employees are not the
problem, but their system (or the company itself).
