Training Need Analysis

Techniques and Approaches

By
M. Sanwar Jahan Bhuiyan, Ph D
Joint Secretary
DEPD, Skills for Employment Investment program
Finance Division, Ministry of Finance
Albert Einstein

I never teach my pupils.

I only attempt to provide
the conditions in which
they can learn.
 TNA is an integrated Approach

Training
Need Analysing

Evaluating Setting
Program Objectives

Training
Cycle

Implementing Designing
Program Training
 What is TN?
• Training Need is the identified gap between
Training existing level of competency and desired level of
Need
competency.

• So, Training Need (TN) = Desired Level of Competency-

Competency Actual Level of Competency
Gap

• Training Need is the identified gap between existing

Training level of performance and standard level of performance.
Need

Performance
• So, Training Need (TN) = Standard Level of Performance
Gap – Actual Level of Performance=Performance Gap
 What is TNA

• Training Need Analysis (TNA) is the process of

identifying the actual gaps or weaknesses in
an individual’s or group’s knowledge, skills
and/or attitudes needed to perform a
particular job perfectly and also analyze how
these gaps can be reduced .

• TNA is comprehensive process to identification

of training needs, its analysis, its validation,
feasibility and evaluation in terms of job
performance.
 Importance of TNA
Ensures Need-based Training

Explores authentic reasons for

performance gap

Ensures effective use of resources

Aligns training interventions to strategies

of the organization

Ensures consistent and pragmatic program

development

Ensures effective participation in training

 Purpose of TNA
Why conduct the training

Who is involved in the training

can the performance deficiency be

How fixed

What is the best way to impart

When will training take place

Importance of TNA
 Importance of TNA

Faulty Design

Misguided
No TNA Objectives Faulty
or -----------
Delivery
Faulty TNA -----------
-----------

Faulty Standard
for Evaluating
Learning
Outcomes
 Questions Relevant to TNA
• Under a TNA process, following questions are
relevant and the researches must ask those questions
sequentially;
• Is there any gap between desired performance and actual
performance?
• Is performance gap occurred due to knowledge-gap, skill-gap,
and ability-gap?
• Is there any other reason which contributes performance-gap?
• What are the possible ways to reduce the performance-gap?
• What type of training intervention is required to fill the
performance-gap up?
• What type of training intervention is required to fill the
knowledge-gap up?
• What type of training intervention is required to fill the skill-gap
up?
• What type of training intervention is required to fill the attitude-
gap up?
Methods of TNA
Opinion Surveys

Interviews

Observations (Direct/Participatory)

Tests

Focus Group Discussion

Documents Review
• Analyzing Reports of Assessment Centers
• Analyzing Reports of Advisory Committee
• Analyzing Reports Performance Appraisals
 Steps in the TNA Process

Step One: Step Two: Step Three: Step Four: Step Five: Step Six:
Identify Determine Collect Analyze Provide Develop
Problems Design of Data Data Feedback Action Plan
and Needs Needs
Analysis
• Conduct • Conduct • Write
• Determine interviews qualitative report and
organisatio • Administer and make
• Establish
nal context questionnai quantitative presentatio
method-
res and analyses n
• Perform selection
gap criteria surveys • Determine • Determine
analysis • Review needs and next step –
• Assess
documents recommend training
• Set advantages
• Observe ations for needed or
objectives and
people at solutions otherwise
disadvanta
ges for work
methods
 Organization
Analysis

Areas
of
TNA
Person Analysis

Task/
Operation
Analysis
 Org’l
Analysis
under TNA
Process

FUNDAMENTAL QUESTION
?????
?????

Whether the overall

COMPETENCY of the person is
sufficient to meet the
organizational need?
At the organizational level need analysis following issues
to be checked and assessed

• Whether the person’s knowledge is relevant

to organizational mission?
• Whether the skills profile of the person is
sufficient for organizational need?
• Whether the attitude of the person is
sufficiently empathized to the organization
culture?
• In case of cross-cultural environment and
diversity, is he/she sensitized enough for the
organization?
• Is working condition and environment
favorable enough for implementing newer
ideas and acquisitions perceived from the
training interventions;
• Is the general attitudes of senior officials to
staff, performance, working conditions, etc.
positive?
PERSON ANALYSIS What is the KSA
gap of the person
under surveillance
?
What is the
weakness of the
service provider?
BOSS
(Attitude,
proactiveness ?

CUSTOMERS PEERS

What is the
What is the SUBORDINATES weakness of the
supervisory person in terms
capacity-gap of the of TEAM
person? management ?
 TASK
Analysis
under TNA
Process

FUNDAMENTAL QUESTION
?????
?????

Whether the overall

COMPETENCY of the person is
sufficient to meet the JOB
requirements?
 Organization Analysis
Areas of Need
Organizational Group Individual

Levels of
Business Benefit
Implementing: Meeting current Working together Being competent at
objectives of to meet existing the level of existing
organization targets and requirements
Doing things well
standards

Improving: Setting higher Continuous Having using

objectives and improvement team systematic,
setting them continuous
Doing things
improvement skills
better and processes

Innovating: Changing objectives Working across Being able to work

and strategies boundaries to differently and
create new more creatively
Doing new and
relationships and with a shred sense
better things new product & of purpose
services
 Challenges of TNA and Curriculum Development
• Challenges of TNA and Curriculum Development
– Absence of Training Management Manual in org;
– Weak institutional arrangement for conducting TNA and curriculum
development; specifically Curriculum Development Committees
seldom do professional exercise on curriculum development; and
training contents and methods are being changed frequently
without having validation from the CDCs;
– Absence of competency framework for the HR of org;
– Absence of well defined job description and job specification;
– Absence of training and HRD policy in organizational level;
– Lack of professionalism in training and HRD areas;
– Lack of professional and focused research on TNA and follow-up
study;
– Missing link between training performance and career management
& development;
– Weak performance management system specifically absence of
performance standard in appraisal system.
 Developing TNA Questionnaire

• Example of TNA Questionnaire

• Exercise on Developing TNA Questionnaire
 Critical issues to be discussed

• What is TNA? (Slide-4 & 5)

• What is the importance of doing TNA ?
(Slide-6- 9)
• What are the relevant questions for TNA?
(Slide-10)
• What are the areas to be covered in a TNA
process and what are the key relevant questions
for each area? (Slide-12 to 16)