Ace Institute of Management

Human Resource Management

REPORT ON

Training Need Analysis

Submitted By:

Ashish Chaurasia
Indra Man Ghale
Nirjala Shrestha

MBA evening, Trimester V ‘B’

Submitted to
Mr. Riswo R. Gorkhali

15th March, 2020

Table of Contents

1. Introduction 3
1.1. Training Need Analysis (TNA) 3
1.2. Purpose and Importance of TNA 4
1.2.1. Purpose of TNA 4
1.3. Process of TNA 5
1.4. Ways to Identify Training Need 7
2. ISSUE AND CHALLENGES OF TNA Training needs analysis for internal
training, ensuring the process is as easy to follow as possible as this will
produce the best results. Some of the challenges that may come across
and how to overcome them are mentioned in this part. 9
2.1. Challenges 9
3. TNA Practices in Nepal 12
1. Introduction

1.1. Training Need Analysis (TNA)

Today's work environment requires employees to be skilled in performing

complex tasks in an efficient, cost-effective, and safe manner. Training (a
performance improvement tool) is needed when employees are not performing
up to a certain standard or at an expected level of performance. The difference
between actual the actual level of job performance and the expected level of job
performance indicates a need for training. The identification of training needs is
the first step in a uniform method of instructional design.

Training Needs Analysis (TNA) is the process in which the company identifies
training and development needs of its employees so that they can do their job
effectively. It involves a complete analysis of training needs required at various
levels of the organisation. In other words, training need 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.

Training needs analysis is the first stage in the training process and involves a
series of steps that reveal whether training will help to solve problem which has
been identified. Training can be described as “the acquisition of skills, concepts
or attitudes that result in improved performance within the job environment”.
Training needs analysis looks at each side of operational area of job so that the
concepts and attitudes of the human elements of a system can be effectively
identified and appropriate training can be specified.

1.2. Purpose and Importance of TNA

Effective training or development depends on knowing what is required for the

individual, the department and the organization as a whole. With limited budgets
and the need for cost-effective solutions, all organizations need to ensure that the
resources invested in training are targeted at areas where training and
development is needed and a positive return on the investment is maximized.

TNA enables organizations to channel resources into the areas where they will
contribute the most to employee development, enhancing morale and
organizational performance. TNA is a natural function of appraisal systems and is
a key requirement for the award of Investors in People.

Training Needs Analysis (TNA) is the method of determining if a training need

exists and, if it does, what training is required to fill the gap. TNA seeks to
accurately identify the levels of the present situation in the target surveys,
interview, observation, secondary data and/or workshop. The gap between the
present status and desired status may indicate problems that in turn can be
translated into a training need.

1.2.1. Purpose of TNA

● Avoids training for ‘training sake’.

● Supports cost effective training.

● Targets areas of greatest need.

● Gives information on the organization’s climate.

 ● Gives commitment from managers and trainees.

● Separates the ‘symptoms’ from the causes.

1.3. Process of TNA

Step 1: Determine the Desired Business Outcomes

The goal of the training and expected business outcomes must be clarified.
Training goal should correspond to a business objective. Training goals might be
as improving customer service satisfaction ratings, decrease the time it takes to
complete service delivery, improve employee morale through better supervision
by management.

Step 2: Task Analysis / Job Analysis and Screening

The tasks that need to be performed in order to meet the objective have to be
identified. Then the jobs performed by the employees should be analyzed. The
tasks should then be matched with the jobs performed.

Step 3: Evaluate Competencies

The critical competencies must be evaluated and also should be determined if
they are abilities one should possess prior to job entry or abilities that can be
leaned on the job. It is the list of critical competencies that are either element
that should be considered in hiring practices or competencies that are amenable
to training.

Step 4: Determine Performance Gaps

Evaluate current competencies and identify where there are gaps between
current ability and desired ability. To evaluate current competency level
performance evaluations, tests, surveys, self assessments, interviews, customer
feedbacks can be used.

Step 5: Prioritize Training Needs

It is important to identify the percentage of employees who need training on the
competencies. Consider the importance of the competencies to the business
objectives. Together, the need and the importance will allow you to identify
training priorities.

Step 6: Determine How to Train

The best practices in training on the particular competencies can be considered.
Training methods can range from: on the job training, mentoring and coaching,
classroom/lecture, we-based/e-learning, reading books, conferences, academic
programs.

Step 7: Conduct a Cost Benefit Analysis

It is important to identify the costs associated with the training methods, the
extent to which the training will address the performance gap, and the impact on
business. Cost factors may include training time, content development time,
training provider evaluation, training content delivery method, lost productivity
from time spent in training, travel and logistical expenses.

Step 8: Implement the training

After considering all the above mentioned factors, the actual training is
conducted. Either the training might be on the job where the employees are
trained while they are performing their tasks or off the job training can also be
conducted. Training conference can be held in order to reach multiple employees
at once.

Step 9: Feedback
After the successful conduction of the training program, the trainers must also
allow the trainees or the employees to provide feedback regarding the training
session. Their point of views and expectations can be known through this
process that will further help in developing effective training programs in the
future. The trainers will also come across the weak points which they must
improve through feedback.
Step 10: Schedule a follow up to identify effectiveness
Training is only effective if the information is retained and applied on the job.
Evaluation of training is critical. Questions like how much did the training
improve the competencies? How did the training support meeting of business
objectives? How did the training improve employees' job performance can be
considered for effective evaluation.

1.4. Ways to Identify Training Need

1. Direct 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.

2. Questionnaires
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.

3. Consultation With Persons In Key Positions, And/Or With Specific

Knowledge
Training need can be identified by consulting with the subject matter
experts like team leaders, managers, and supervisor as they can explain
better the actual requirements then the people can be trained to develop
those skills and knowledge.

4. Interviews
Interviews allow you to meet employees face to face. Because you are in
conversation with worker, 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.

5. Assessments/Surveys
Surveys and assessments can be excellent tools to gauge the need for a
training. It can be used to directly get in touch with the employees to
understand their current needs and requirements. Surveys may include
questionnaires, directly asking the employees if they need additional training.
However, this may be a subjective approach. Thus, adding results of
performance evaluation in the analysis can give a clearer decision for the need
for a training programme.
6. Performance Evaluation
Performance evaluation is the process by which manager or consultant
examines and evaluates an employee’s work behavior by comparing it with
preset standards, documents the results of the comparison and uses the results
to provide feedback to the employees to show where improvements are needed
and why. It can be used to clarify job expectations, review and update job
skills, and review accomplishment or goals. Thus, through performance
evaluation, if goals aren’t being met or if job expectations aren’t being met,
then it would suggest a need for a training programme.
7. Feedback
Feedback from employees can also be assessed to identify a need for training.
If surveys aren’t previously collected then accepting feedback can be a way to
communicate the employees’ needs with the organisations. Thus,
organisations must provide a platform for employees to give feedback and
more importantly, they must take these feedbacks into consideration in making
decisions about the need for training. The feedbacks must be interpreted to
correctly identify the need for training as it may not always directly ask for a
training programme.
2. ISSUE AND CHALLENGES OF TNA
Training needs analysis for internal training, ensuring
the process is as easy to follow as possible as this will
produce the best results. Some of the challenges that may
come across and how to overcome them are mentioned in
this part.

2.1. Challenges
1. Management
An effective training needs analysis is going to need lots of input from the
management team. It is important for the managers from each
department to ensure that the department and role-specific training for
each department accurately reflects the skills they need to do their jobs
correctly. Talking to the senior level managers might be time consuming
and different managers may pin to different training requirements which
might be a challenge to prioritize the actual need and requirement for
training.

2. Time
Getting the required training need analysis and set up correctly might be
time consuming. But the time investment will be worth it. Not only will
the trainers have a really clear idea of the exact type of training the
employees need, they will also know exactly what training they don’t need
to offer, so it will be much easier to pull together the training schedule and
know who needs to attend which training sessions.

3. Including New Job Roles

It’s important to plan for all the jobs the company is currently offering but also
any new job roles the company is hoping to create in the near future as well.
The training needs analysis can be done as new job roles come up, but it
would make more sense to do all the planning at one stage of the process.
 4. Relying On Last Year’s Results
Training needs is required to be conducted frequently or at least once a
year. Relying on last year's result may not provide accurate picture of the
actual training requirement. Repeated training need analysis ensures that
the trainers are always working with the most up-to-date information
possible.

5. Not Utilising Previous Feedback

It’s important to collect feedback from the staff to see how they found the
training, if it was enjoyable, if it was useful, if they have used the skills in
their current jobs, etc. It can allow you to make improvements to your new
training offering and ensure everyone gets the most for the training possible.

6. One Size Fits All

Guides are readily available to assist with conducting Training Needs
Analysis, but do they match your requirements? Taking the time to plan and
outline a Training Needs Analysis specific to your team or department will
focus and speed up the process.

The best methods to overcome TNA challenges

1. Management
Prove to your management team that a training needs analysis is a vital part of
your training offering and needs to be completed to ensure you are providing
the best training possible. This will allow your company to save lots of time
and money overall, even if it may seem like a large time investment, to begin
with, and the thought of being more successful and efficient is sure to bring
your management team around.
2. Time
It may seem like a waste of time to sit down and spend so much time planning
before it even comes time to start organising the training sessions. But it is
important to remember that the time investment will be well worth it. It is
paramount to invest the time to get a clear idea of the exact type of training
you need to run for your staff for the year. Also, keep in mind that the first time
 you do your training needs analysis will probably be the most time consuming,
but as the more you do the process, the more efficient you will become at it,
and soon it will just be part of your yearly planning.

3. Including New Job Roles

There must be a pretty good idea of where the business will be going over the
next year, where the growth will be, and what new roles the company will be
looking to hire for. These must be included in the planning stages so you can
get the full picture of what the next training year will look like.
4. Relying On Last Year’s Results
Consider how much various job roles and the way your departments work can
change over a year? If you keep working to last year’s skillsets your team will
be working with out-of-date skills and won’t be producing the best results for
your business.

5. One size Fits all

On initiating a Training Needs Analysis, it is imperative that the process works
for everybody. Ensuring the process is straightforward will help boost the
results and also help standardize the process moving forward. The process
needs to be specific to the organization and, depending on size, often requires
a cross-functional department component.

3. TNA Practices in Nepal