Assignment

TRAINING AND DEVELOPMENT

Neha M Gajbe
HR DEPARTMENT
ROLL=5149

Training Need Assessment

TNA is the integral part of the company Human resource Development policy. HRD process of
Teralight starts with TNA. Our TNA program is aligned with corporate goals.

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

The results of training needs analysis will highlight the subject matter needed to be covered
during the training course. The knowledge and skills gained during the training will increase
abilities and allow our employees to perform their jobs at an acceptable level. The needs
assessment is quite simple and obvious. For example, when a new information system is
introduced, it is assumed that no one has the knowledge to operate it and the training need is
noted. However if the organization was switching systems, the need may not be so obvious. By
conducting training needs analysis we target the group that needs to be trained as well as hone in
on exactly what training is required.

The purpose of conducting a needs assessment is to prevent a quick fix approach to business
problems. A TNA done correctly will ensure the solution addresses the real issues and
effectively focuses the appropriate resources, time and effort toward targeted solutions.

Reasons for doing training needs assessment

 To determine whether training is needed

 To determine causes of poor performance
 To determine content and scope of training
 To determine desired training outcomes
 To provide a basis of measurement.
The assessment can be as detailed and involved as needed. Factors to consider when considering
the level of detail are time, money, number of people involved, criticalness of skill, anticipated
return on investment?, resources available, etc. A comparison of some of the factors between in-
depth and a mini assessment follows.
Steps in the Needs Assessment Process

Step One: Identify Problem Needs

Determine organizational context

Organizational context is important in the determination of attitudes and behaviors before and
after the training. We firstly find employee job satisfaction, organizational commitment, job
involvement, and partial inclusion and higher levels' of role conflict and role ambiguity.

Perform gap analysis

We identify where employees are, then we plan where employees want to be and how to get
there. That analysis is conducted by the managers who noted the shortcomings and weak areas of
the employees.

Managers compare the actual performance and the desired performance of the employees.

Set objectives

As the managers sees the clear indications of the gap, they set there recommendations for the
training of the employees.

Step Two: Determine Design of Needs Analysis

Method selection criteria

After the identification of the problem areas, managers establish criteria to select the method to
improve things. They plan for the training modules and mode of training.

Advantages and disadvantages for methods

After the initial selection of methods and modules, managers draw conclusion with the help of
advantages and disadvantages.

Advantages
 fast, inexpensive
 broad involvement
 low-risk
 low-visibility
Disadvantages
 not precise or specific
 based on opinion
 difficult to validate
 difficult to set priorities
 difficult to relate to output or to evaluate the importance of
training
 Once you ask people what training they feel is important you
create an implicit expectation that you will deliver it.

Step Three: Collect Data

Conduct interviews

Departmental heads starts taking interviews of the concerned persons to get each and every thing.
With the help of this managers get what are the shortfalls for employees.

Questionnaires and Surveys

Questionnaires and surveys also enable managers to get the employees input, because they can
formulate training courses with the help of these results.

Observe people at work

When employees are working on site then managers can easily scrutinize all working and give
their suggestions and recommendation.

Step Four: Analyze Data

Initial Analysis

The assessment can be as detailed and involved as needed. Factors to consider when considering
the level of detail are time, money, number of people involved, criticalness of skill, anticipated
return on investment?, resources available, etc. .
 Determine solutions/recommendations

Finalize the plan after finding all the possible solutions.

Step Five: Provide Feedback

Write report and make oral presentation

HOD makes a report and presentation and delivers it to the management of the company.

Determine next step – Training needed?

After thorough evaluation of report and the presentation, management finally decides whether to
conduct training or not. Is it fruitful or not?

Step Six: Develop Action Plan

Once this formal needs assessment process is completed the information is used as the basis for
training design, development and evaluation. However

Managers continue to assess the attitudes, knowledge and skill level of participants prior to each
session. Different employees may have different requirements. This can be done both through a
basic questionnaire sent just prior to a specific training event and also during the welcome time of
each session.