የየየየ የየየየየየ

(Standard) በበበበበበ በበበ በበ በበበበበበበበ በበበበ በበበበበ በበበበበበ

የየየ የየየየየ የየየየየ

የየየየየ የየየየየየ የየየየ
የየየ የየየየየየ (Actual
Performance)

የየየየየየ የየየየ የየየየየ የየየየየየ የየየየ

Actual = Standard የየየየ የየየየየየየየ የየየ የየየ የየየ የየ
የየየየየየ የየየየ የየየየ የየየየየየየየ የየየየ
የየየየ የየየየየየ

Actual < Standard

It requires training

የየየየየየየ የየ የየየየ የየየየ የየየየየ የየየየየ የየየየየየ የየየየየየየ የየየ

የየየየየየየ የየየየየየየ የየየየየ የየየየ የየ የየየየየየየ የየየየየየ የየየየ
የየየየ የየየየየየየየ የየየ የየየየየ የየየየ የየየየየየ የየየየየ የየየየየ
የየየየየየ የየየየየ

 የየየየየየየየ የየየየየ
 የየየየየየየየ የየየየየ
 የየየየየየ የየየየየ
 የየየየየየ የየየየየ የየየየ የየየየየየ የየየየየየ የየየ የየየየየ የየየየየ
የየ የየ የየየየ የየየየ የየየየ የየየየ የየየየየ የየየየ የየየ የየየየየ
የየየየየ የየየየየ የየየየየ የየየየየየየየ

Gap analysis
Reason, consequence and background of the problem
identifying the validity of training activities and hierarchy of their importance for
the organization,
identifying the scope and topics of training and possible organisational solutions.
Needs Analysis (NA) is the process of identifying the differences that exist between actual and desired
work performance, and ways to eliminate them. It becomes a Training Needs Analysis (TNA) when used
more specifically to confirm the role of training to improve performance.

Steps of the TNA Process

The TNA process is organized into a 5-step process that allows investigating problems through data
gathering and analysis. Each step requires users to complete one or a few activities.

TNA
Purpose User Involvement
Steps

Identify the TNA and the problem to Users name their TNA project, briefly
Initiate investigate. Confirm that the problem is describe the problem to investigate and
relevant to TNA. confirm it is relevant to TNA.

Establish the context for the TNA by
identifying the department and job where
Prepare
a performance gap exists and other
conditions.
Users identify the department and jobs
involved in the TNA. When necessary, get or
develop an appropriate job task analysis for
the job concerned.

Use appropriate methods and their
Gather
instruments to find relevant data and
data
investigate the problem identified.
Prepare appropriate methods and instruments
and use them to gather data. For example,
conduct interviews or surveys.
 Review the data gathered and extract
Users review the data previously gathered
Analyze essential information about performance
and extract relevant information.
gaps.

Review the report generated by this TNA

Report Generate a report of the TNA results application and identify actions to take to
address the problems identified.

Identifying Problems

Because TNA is about investigating and resolving problems that affect performance at work, it requires
starting by clearly stating the problem to fix. Unless it is part of introducing change, TNA is neither
useful nor required when individuals or organizations perform as expected. A TNA is successful when it
helps address real problems, at the risk of wasting time and effort.

Effective TNA therefore starts by,

(a) Stating the problem to address as clearly and succinctly as possible.

(b) Confirming it can be addressed through TNA.

A problem exists when observable and measurable facts or events make it clear something is wrong that
prevents performing work and achieving expected results. It becomes real when it can be observed and
described, its consequences assessed, and when there is no obvious or typical solution to apply. Problems
are therefore not only defined in terms of time and effort but also in terms of identifying and dealing with
some unknown. For example, allocating more space for security at an airport may involve much work but
only become a problem if there is no such space available.

Because it is not always obvious at first what is happening that affects performance, we rely on
observations and impressions as indicators - or symptoms - of what may be happening to get started. At
the same time, because initial observations can't always be trusted (they may reflect beliefs or values
instead of real problems), we must find some 'proof' or confirmation that the problem is real before
continuing. A problem is real when it,

(a) Prevents the organization from achieving its objectives.

(b) Keeps employees from performing their jobs.
(c) Creates unacceptable safety or security risks.
(d) Impacts financial results (either through costs or revenues).
(e) Affects overall staff motivation or creates negative attitudes.
(f) Prevents organizational growth and development.
(g) Consistently makes it more difficult to complete work or achieve results.
(h) Takes more energy or attention than should be needed to complete tasks.
(i) Prevents competing effectively with others.

After clearly stating the problem to address, and because this exercise is about assessing the need for
training, it becomes important to estimate the likelihood that training can help solve the problem
identified. This means eliminating any problem from a TNA that obviously isn't about training. For
example,

(a) Employees that can't perform well because of broken equipment don't need training.
(b) An airport that is expanding an area for security screening may have to hire - and train - new staff.

Some problems may be difficult to define and understand. In such cases, the initial problem investigation
should continue until there is a clear direction to follow and a reason to follow it. Wait to proceed with the
TNA until you can explain in simple terms what it should achieve (the problem to solve) and how results
will be measured (we will know the problem is solved when...).

Writing A Good Problem Statement

A problem statement is a short sentence that indicates specifically what is wrong and must be improved.
A good problem statement is,

(a) Short.
(b) Specific and focused on a single item.
(c) Easy to read and understand.
(d) Significant enough to generate support and justify action.

Struggling to write a problem statement usually means that it is not yet clear enough to discuss. This may
happen because it is complex, because there are important disagreements within the organization about
what is happening and how to approach it, or perhaps because of unexpected issues. In any case, don't
push ahead without first writing a valid problem statement.

Work with colleagues as needed to refine your understanding of the problem. Ask those concerned to
define it in their own words. Look for a theme in these definitions to summarize in a single statement.
You are done and ready to proceed when anyone who reads that statement immediately understands what
it's about.

Always get management (or stakeholder) support and approval for the problem to investigate before
proceeding. Managers that may be affected by the TNA should understand and support it. This is essential
for gathering relevant data and properly completing the TNA.

POOR Problem Statement: BETTER Problem Statement:

"We get too many complaints from clients "Many passengers complain that service is slow and
about customer service and want to fix it." staff ineffective. Staff is seen milling around without
apparent purpose and there are many delays processing
passengers."

Although this statement suggests there is While this statement doesn't explain why employees
something wrong with customer service, it aren't performing well, it is more focused and helpful
provides very little information to confirm what understanding what may be happening.
to investigate.

"The department needs new business processes. "Existing business processes no longer reflect
Ours are outdated." international regulations and can't be mapped into new
financial software. They affect the quality of business
decisions and what can be achieved."

It is not clear if this statement represents a real Once again, although the real nature of the problem is
problem or an opinion / desire. While this may not known, it is stated clearly enough to be understood
reflect a genuine need for change, it does de and confirmed.
facto justify doing TNA.

TNA is an exercise in fact finding that involves getting reliable information from different sources.
Existing documents represent one such source and can include,

(a) Organizational policies or procedures

(b) International rules, regulations or standards
(c) Accident, incident or other problem reports
(d) Project descriptions or reviews
(e) Surveys or other questionnaires
(f) Planning documents
(g) Performance reviews

This partial list could also include any other document that helps understand what is happening. Even
newspaper articles can be useful!

A good TNA always looks for and includes relevant documents. They can help explain situations in more
detail, clarify rules or regulations (and therefore what should be done), or provide a historical perspective
to better understand current events. An incident report, for example, may help explain a request for better
security and security training.

While many different documents can be consulted, each one must at least be,

(a) Accessible. Not all documents can be consulted.

(b) Valid and reliable. The information contained must be trustworthy.
(c) Manageable. Consulting large reports in a very short time may not be feasible.

To get started with using documents,

(a) Identify documents that are readily available. Quickly review them and confirm they are useful.
(b) Prioritize them. Estimate the time needed to review each one and arrange them in order of priority.

CAUTION: Do not automatically forfeit using documents because time is short. Focus your reading to
better manage your time instead.

(c) If relevant documents can't be easily found, ask about them. If none exist, identify this in your TNA
notes.
(d) Read and annotate documents, or take good notes. Summarize what the document is about and
identify the key information it contains.
(e) Manage your time. Don't use all the time available for the TNA only to review documents.
(f) Get help as needed to understand documents. Use the information found there to prepare interviews
and other instruments to gather data.