TRAINING NEEDS ASSESSMENT

REPORT

COMPANY PROFILE

A. Company Name
a. Systems Plus College Foundation
B. Vision, Mission, Goals and Objectives

a. Vision

Systems Plus College Foundation envisions itself to become the leading and
globally competitive educational institution in the fields of instruction, research and
community service

b. Mission

Systems Plus College Foundation is an institution of learning dedicated to

provide its students with quality education, research and extension services thereby
creating an ethical culture and sustainable physical environment in the context of a
global and technological society.

c. Institutional Objectives and Core Values

1. To implement financial solutions to ensure financial viability.
2. To create a highly visible outreach program.
3. To develop strategic alliances with schools, industry, government and non-
government organizations.
4. To level up instruction to the highest standard.
5. To provide dynamic campus and academic life.
6. To create an environment with the highest ethical standards of leadership and
productivity.
7. To provide education within reach.
8. To be a school with strong, productive and dynamic research programs.
9. To utilize Information and Communications Technology to gain strategic
leadership and achieve operational excellence.
10. To maintain and implement total quality management in all aspects or the
school’s operations.
11. To provide the best work environment for its teaching and non-teaching staff.
12. To continually pursue improvement of markets.
 13. To develop a strategy-based human resource program for teaching and non-
teaching staff.

Core Values

Pursuit of Excellence. Develop and pursue high standards of quality and

superior performance.

Mutual Respect. Treat each other with respect, civility and fairness.

Cooperation and Communication. Cooperate, collaborate and communicate

effectively

Community Service. Engage in community partnerships and outreach

endeavors.

Public Accountability. Demonstrate and assume responsibility of actions to

ensure the sustainability of SPCF academically and fiscally.

● Vision, Mission, Goals and Objectives

● Strategic Plans (if available)

● Organizational Chart

Organizational Chart
Figure 1.
SPCF Organizational Chart

OBJECTIVES
The Training Needs Assessment (TNA) aims to identify the specific skills and
knowledge necessary for the employees to excel in their roles. By assessing
competencies, we can pinpoint areas where additional training or support is needed to
enhance performance. This assessment forms the basis for ongoing employee
development and learning initiatives. By addressing identified needs, they can
increase competence and productivity while ensuring employees are equipped to meet
job requirements effectively. Ultimately, the TNA serves as a strategic tool to optimize
workforce capabilities and drive organizational success.
 Table 1: Employees’ Profile
Civ
il
Sta
tus
(M Professi
onal Highe Caree
arri
CLUSTE Total Numbe Eligibilit st Required r
ed,
R/ Number of A r of y Educa Key Competenc Plans
DEPARTMEN Se Sep Institut
DIVISIO Employee g Childre (Licens tional Position Function ies based and
T x arat ion
N s e n e, if Attain s on JD Intere
ed,
any) ment sts
Sin
gle,
Wi
do
w)
Human Human
Resourc Resource 2
es Department

Learning,
BS training, Communication To
Employ Comp and Seminars, Research graduate
ee Seper uter
32 F 1 SPCF developm training Training MIT
1 ate Scien
ent
ce
associate
Compensati
Employ Compensati
BS on, To finish
ee 29 F Single 2 SPCF on, benefits, HR certified
Education benefits, MA
2 & Payroll
payroll
Assessment and
Social Counseling
4
Services Placement
Center
Counseling,
Employ
Marrie Officer-in- implementin PRC License, MA, To earn
ee 33 F 1 LPT, RPM MA Psy SPCF
d Charge g, PhD PhD
1 delegating
Employ
Guidance PRC License, MA,
ee 33 M Single 0 RGC MA Gc SPCF Counseling Promotion
Counselor PhD
2
Employ Placement,
ee Marrie Guidance
38 F 2 MA Psy SPCF Alumni PRC License Promotion
d Facilitator
3 Coordinator
To earn
Employ
Assessmen MA. PhD,
ee 26 F Single 0 RPM MA Gc SPCF Psychomet PRC License
t and be
4
promoted
 TRAINING NEEDS ASSESSMENT TOOL

Employee: Shedy Dee M. Lugtu Cluster: ACAP Position: Officer-in-charge

ASSESSMENT POSSIBLE INTERVENTIONS

Existin Desire Interventions may be in the form of formal
REQUIRED Competency Gap
g d learning, training, seminar/webinar, job shadowing,
COMPETENCIES
Level Leve observation, mentoring, coaching, etc.
(KSAOs -
l (Read more about evidence-based interventions to
Knowledge, Skills, address learning needs of employees.)
Attitudes, and Others) (Rate employee’s (Subtract
level of employee’s
competencies using Existing Level
the legend of
below) competencies
from
Desired Level)
Empowering and
3 4 1
delegating tasks skills
Counseling skills 3 4 1
Keeping up current trends
3 4 1
and practices
Interpersonal skills 4 4 0
Enhance Knowledge about
psychological theories and 3 4 1
counseling techniques

Legend for the Level of Competencies:

Level Category Description

4 Outstandin Employee achieves the expected outcomes without supervision and can teach others
g
3 Satisfactor Employee displays the competency but there are still opportunities for improvement
y
2 Fair Employee’s potential is somewhat evident, and this may still improve through a suitable learning intervention
1 Poor Employee’s potential is very low and improvement may not be achieved even with a learning intervention
 TRAINING NEEDS ASSESSMENT TOOL

Learning, training, &

Employee: Ann K.E Macapagal Cluster: HR Department Position: development associate

ASSESSMENT POSSIBLE INTERVENTIONS

Existin Desire Interventions may be in the form of formal
REQUIRED Competency Gap
g d learning, training, seminar/webinar, job shadowing,
COMPETENCIES
Level Leve observation, mentoring, coaching, etc.
(KSAOs -
l (Read more about evidence-based interventions to
Knowledge, Skills, address learning needs of employees.)
Attitudes, and Others) (Rate employee’s (Subtract
level of employee’s
competencies using Existing Level
the legend of
below) competencies
from
Desired Level)
Enhance knowledge about Seminar/webinar
3 4 1
laws & regulation
Effective communication Coaching, training
3 4 1
skills
Conflict-resolution skills 3 4 1 Mentoring, training
Leadership skills 3 4 1 Seminar/webinar
Time management skills 3 4 1 Coaching

Legend for the Level of Competencies:

Level Category Description

4 Outstandin Employee achieves the expected outcomes without supervision and can teach others
g
3 Satisfactor Employee displays the competency but there are still opportunities for improvement
y
2 Fair Employee’s potential is somewhat evident, and this may still improve through a suitable learning intervention
 1 Poor Employee’s potential is very low and improvement may not be achieved even with a learning intervention

TRAINING NEEDS ASSESSMENT TOOL

Employee: Irish Nicole Ticsay Cluster: Guidance Position: Psychometrician

ASSESSMENT POSSIBLE INTERVENTIONS

Existin Desire Interventions may be in the form of formal
REQUIRED Competency Gap
g d learning, training, seminar/webinar, job shadowing,
COMPETENCIES
Level Leve observation, mentoring, coaching, etc.
(KSAOs -
l (Read more about evidence-based interventions to
Knowledge, Skills, address learning needs of employees.)
Attitudes, and Others) (Rate employee’s (Subtract
level of employee’s
competencies using Existing Level
the legend of
below) competencies
from
Desired Level)
Time management skills 4 4 0
Gain more knowledge on Seminar/webinar
employee dynamics in a 3 4 1
hybrid work set-up
Enhance knowledge about Seminar/webinar, mentoring, formal learning
3 4 1
psychological theories
Update and enhance
knowledge about laws and 4 4 0
regulation
Keep up with current Seminar/webinar
3 4 1
trends and practices
Legend for the Level of Competencies:

Level Category Description

4 Outstandin Employee achieves the expected outcomes without supervision and can teach others
g
3 Satisfactor Employee displays the competency but there are still opportunities for improvement
y
2 Fair Employee’s potential is somewhat evident, and this may still improve through a suitable learning intervention
1 Poor Employee’s potential is very low and improvement may not be achieved even with a learning intervention

TRAINING NEEDS ASSESSMENT TOOL

Employee: Kevin Russel V. Bautista Cluster: Guidance Position: Guidance councilor

ASSESSMENT POSSIBLE INTERVENTIONS

Existin Desire Interventions may be in the form of formal
REQUIRED Competency Gap
g d learning, training, seminar/webinar, job shadowing,
COMPETENCIES
Level Leve observation, mentoring, coaching, etc.
(KSAOs -
l (Read more about evidence-based interventions to
Knowledge, Skills, address learning needs of employees.)
Attitudes, and Others) (Rate employee’s (Subtract
level of employee’s
competencies using Existing Level
the legend of
below) competencies
from
Desired Level)
Knowledge about cognitive Formal learning
3 4 1
behavioral therapy
Keep up with trends in Seminar/webinar
3 4 1
counseling
Update and enhance Seminar/webinar
knowledge about laws and 2 4 2
regulation
Conflict-resolution skills 3 4 1 Mentoring, training
Enhance knowledge about Seminar/webinar, mentoring, formal learning
4 4 0
psychological theories
Legend for the Level of Competencies:

Level Category Description

4 Outstandin Employee achieves the expected outcomes without supervision and can teach others
g
3 Satisfactor Employee displays the competency but there are still opportunities for improvement
y
2 Fair Employee’s potential is somewhat evident, and this may still improve through a suitable learning intervention
1 Poor Employee’s potential is very low and improvement may not be achieved even with a learning intervention

TRAINING NEEDS ASSESSMENT TOOL

Alumni relations and

Employee: Abigail Bautista Cluster: HR department Position: placement officer

ASSESSMENT POSSIBLE INTERVENTIONS

Existin Desire Interventions may be in the form of formal
REQUIRED Competency Gap
g d learning, training, seminar/webinar, job shadowing,
COMPETENCIES
Level Leve observation, mentoring, coaching, etc.
(KSAOs -
l (Read more about evidence-based interventions to
Knowledge, Skills, address learning needs of employees.)
Attitudes, and Others) (Rate employee’s (Subtract
level of employee’s
competencies using Existing Level
the legend of
below) competencies
from
Desired Level)
Enhance knowledge about Mentoring
new 3 4 1
approaches/techniques
Communication skills 3 4 1 Coaching, training
Update and enhance 2 3 1 Seminar/webinar
 knowledge about laws and
regulation
Task management skills 3 4 1 Coaching
Enhance knowledge about Seminar/webinar, mentoring, formal learning
3 4 1
psychological theories

Legend for the Level of Competencies:

Level Category Description

4 Outstandin Employee achieves the expected outcomes without supervision and can teach others
g
3 Satisfactor Employee displays the competency but there are still opportunities for improvement
y
2 Fair Employee’s potential is somewhat evident, and this may still improve through a suitable learning intervention
1 Poor Employee’s potential is very low and improvement may not be achieved even with a learning intervention

TRAINING NEEDS ASSESSMENT TOOL

Compensation and
Employee: Madilene G. Gabriel Cluster: HR department Position: benefits officer

ASSESSMENT POSSIBLE INTERVENTIONS

Existin Desire Interventions may be in the form of formal
REQUIRED Competency Gap
g d learning, training, seminar/webinar, job shadowing,
COMPETENCIES
Level Leve observation, mentoring, coaching, etc.
(KSAOs -
l (Read more about evidence-based interventions to
Knowledge, Skills, address learning needs of employees.)
Attitudes, and Others) (Rate employee’s (Subtract
level of employee’s
competencies using Existing Level
the legend of
below) competencies
from

Task management skills
Keep up with trends and
practices
Update and enhance
knowledge about labor
laws
Enhance knowledge about
psychological theories
Time management skills
Desired Level)
3 4 1 Coaching
Seminar/webinar
3 4 1
Seminar/webinar
3 4 1
Seminar/webinar, mentoring, formal learning
3 4 1
3 4 1 Coaching

Legend for the Level of Competencies:

Level Category Description

4 Outstandin Employee achieves the expected outcomes without supervision and can teach others
g
3 Satisfactor Employee displays the competency but there are still opportunities for improvement
y
2 Fair Employee’s potential is somewhat evident, and this may still improve through a suitable learning intervention
1 Poor Employee’s potential is very low, and improvement may not be achieved even with a learning intervention
FINDINGS (What are the findings based on the TNA Tool that you used? What gaps
in the KSAOs need to be addressed? Present a consolidated table and discuss in
your paper the results of the TNA.)
COMPETENCY TABLE
Skills/Tasks Tally

Empowering & Delegating Tasks 1

Counseling Skills 1

Current Trends and New Techniques 5

Interpersonal Skills/ Communication Skills 3

Knowledge on Psychological Theories 6

Knowledge on Law 6

Conflict Resolution 3

Leadership Skills 1

Time Management 3

Task Management Skills 2

Knowledge about Cognitive Behavioral Therapy 1

Discussion

The gaps in knowledge, skills, and abilities that have been found must be addressed. For
example, alternative training or development programs are required for the low-rated
areas like Empowering & Delegating Tasks, Counseling Skills, Interpersonal Skill,
Leadership Skills, and Task Management Skills. Basic management concepts like
defined expectations, communication, coaching and training, feedback, and trust are
necessary for both delegation and empowerment. Power and authority are elements that
empowerment includes but delegation does not. Both empowerment and delegation are
useful instruments for good leadership, although they are applied in different business
situations. In other words, delegation is giving employees enough direction so they can
act on your behalf as their manager, whereas empowerment is letting them make
decisions on their own. “Counseling skills” are interpersonal and technical skills that a
counselor uses in order to understand and listen to their clients. A counselor can assist a
client in overcoming challenges that stand in the way of living a happy life by using these
techniques. These skills support you in developing a relationship, gaining your clients'
trust, and making sure they feel heard and understood. “Interpersonal Skills” involve
effective communication, active listening, empathy, negotiation, conflict resolution, and
relationship-building, crucial for building positive relationships, resolving issues, and
achieving common goals. Our daily interactions and communication with others, both
individually and in groups, need the application of interpersonal skills. They contain many
different skills, but in particular communication skills like active listening and effective
speaking. They also involve the ability to control and manage your emotions. Moreover,
“Conflict Resolution” was also one of the findings that may explain the capacity of an
employee to effectively handle and settle disputes or conflicts in a constructive way or
also known as the conflict resolution abilities. Gaining effective conflict resolution skills is
crucial for fostering a supportive and productive work environment, improving teamwork,
and preventing disputes from getting worse in the workplace. “Leadership Skills” also
showed up as one of the findings that explained the need in developing the leadership
style as part of a growing career in professionalism. By improving the “Time
management” and “Task management skills” aims the employees to increase
productivity, lower stress levels, and accomplish greater results in their professional
activities by developing their task management abilities. Knowledge on Cognitive
Behavior Therapy (CBT) is a structured, time-sensitive, present-oriented psychotherapy
that helps people in identifying their most important goals and overcoming obstacles.

Furthermore, the high rating are Knowledge on Law and Knowledge on Psychological
Theories indicate a solid foundation in these areas, which may be developed upon or
included into the training program. Knowledge on Psychological Theories is a skill that
involves understanding and applying psychological theories to analyze behavior,
cognition, and emotion, facilitating better decision-making, problem-solving, and
interactions with others. One of the highest ratings was the “Knowledge on Law” which
describes the need of understanding the legal principles, regulations, and procedures that
may possess an extensive knowledge of employment regulations concerning a range of
topics, including recruitment, termination, discrimination, abuse, and establishing a
secure workplace.

Moreover, the importance of Current Trends and New Techniques indicates a need for
ongoing learning and staying updated of the current industry development on a constant
basis. Current Trends and Techniques is a skill that involves staying informed about the
most recent development, innovations, and newest techniques in a particular field or
subject. Professionals having this skill aggressively seek out new information, participate
in ongoing learning, attend relevant seminars or workshops, and adapt practices to
include the most trendy and effective techniques.

INTERVENTION (What specific L&D interventions can be helpful to close the gaps?
Look for evidence-based interventions by reading related literature and studies. This is
the preparation of the Learning and Development Plan based on your TNA findings.)

Evidence-based training workshops and seminars: current trends in psychological

techniques and theories; updated labour laws and regulations in relation to human
resources and guidance counsellors.
This provides training programs that integrate empirical evidence and research findings of
the most effective instructional methods, techniques, and strategies to maximize learning
outcomes and transfer knowledge and skills into the real-world settings. In which after the
seminar the workshops may employ: active learning, problem-based learning, and
spaced repetition to enhance learning retention and application.
Furthermore, these training sessions frequently serve as a forum for professional
networking and collaboration, allowing them to share ideas, experiences, and learn from
one another. This collaborative setting encourages innovation and ongoing improvement
in the different fields of Psychology.
The study by Smith et al. (2018) found that participation in evidence-based training
programs led to significant improvements in therapist competence and client outcomes in
the field of psychology. Similarly, research by Johnson (2019) demonstrated the positive
impact of labor law training on HR professionals' ability to effectively navigate legal
challenges in the workplace.
Providing individual professionals training and seminar sessions to keep up with latest
psychological techniques and theories as well as updated labor laws and regulation can
contribute to the delivery of high-quality services in respective fields.
Coaching/mentoring/training: conflict-resolution, interpersonal skill, time
management
Evidence-based coaching, mentoring, and training are designed to improve an
individual's abilities to navigate challenging situations. The intervention techniques
mentioned are drawn on empirical research and evidence-based practices to provide
support and guidance to individuals who seek to enhance skills like conflict-resolution
skills, interpersonal skills, and time management skills.
Coaching, mentoring, and training in:
Conflict-resolution skills equip individuals with knowledge and strategies to manage
conflicts effectively. This includes knowledge of conflict dynamics, communication
techniques, negotiation skills, and conflict resolution strategies. This type of intervention
technique often incorporates role-playing exercises, case studies, and reflective activities
to help individuals practice and apply conflict resolution skills in various contexts.
Interpersonal skills aim to enhance individuals' abilities to communicate effectively,
build relationships, and collaborate with others. The interventions may involve role-
playing scenarios and skill-building exercises to develop and refine interpersonal skills.
Time management skills focus on helping individuals set priorities, organise tasks, and
manage distractions to optimise their use of time. Coaching is helpful for goal-setting,
planning and scheduling techniques, and delegation.

INSIGHTS (What have you realized while working on this activity? How do you intend to
apply this in your work? How relevant is this activity in fulfilling organizational goals and
objectives?)

Erica Acosta
In making this activity, I learned how to do tasks with little to no guidance. We learned
how to be resourceful in acquiring knowledge and hone our interpersonal skills during
interviews. This activity allowed us to peek through of what we would be dealing with and
helped us be familiar of what we should look forward for in our future career. I think that
we could further enhance our knowledge and experience with proper guidance from our
superiors.

Irish Dungca
Conducting a TNA activity helps us to identify any potential barriers or obstacles that may
hinder the learning and development process. By understanding these barriers,
organizations can proactively address them and create a supportive and conducive
learning environment. Moreover, the TNA activity enables organizations to prioritize their
training efforts and allocate resources effectively. It helps in determining which skills and
knowledge are critical for the success of the organization and which areas require
immediate attention. This ensures that training programs are aligned with the strategic
goals of the company and contribute to its overall growth and success. In addition, the
TNA activity provides valuable insights into the current and future needs of the
management. It helps in identifying emerging trends, technological advancements, and
industry-specific requirements that may impact the skill set of employees. By staying
ahead of these changes, organizations can equip their employees with the necessary
skills and knowledge to adapt and thrive in a dynamic and competitive market.
Furthermore, the TNA activity promotes a culture of continuous learning and development
within the organization. It emphasizes the importance of ongoing training and
improvement, encouraging employees to take ownership of their professional growth.
This not only enhances individual performance but also fosters a sense of loyalty and
commitment among employees, leading to higher retention rates and a more engaged
workforce. Overall, the TNA activity is a crucial tool for organizations to identify and
address skill gaps, optimize training programs, and achieve their strategic objectives. It
enables companies to stay competitive, adapt to changing market conditions, and
empower their employees to reach their full potential. By investing in the development of
their management, organizations can create a sustainable and successful future.

Gwen Echano
Through TNA and L&D initiatives empowering employees with new skills and knowledge,
organizations can enhance their ability to innovate and problem-solve, driving business
growth and innovation or their overall success. Additionally, a thriving training and
development program can improve employee satisfaction and job performance, leading
to higher levels of customer satisfaction and retention. Moreover, investing in continuous
learning opportunities can create a positive work culture where employees feel valued
and motivated to contribute their best efforts. Moreover, a commitment to training and
development reflects an organization's dedication to its people and its long-term success
in the industry.

Shania Gacutara
Whereas working on our Training Needs Analysis (TNA) activity has made me realize
how crucial it is to understand the exact knowledge and skill gaps that exist inside the
group or company. The strategy mentioned over has recognized certain areas in which
individuals may require more training or enhancement to progress their overall
performance and effectiveness. We plan to utilize this information on our future work by
making interventions and training plans that particularly target the requirements that have
been distinguished. Our objective is to optimize the efficacy of training programs and offer
help to staff individuals in realizing their full potential by focusing on learning experiences
to focus on specific areas that require improvement. Since the TNA activity instantly
improves the workforce's entire skill and competence, it is significantly important to
accomplishing organizational goals and objectives. Organizations may make beyond any
doubt that resources are given to areas that will have the most impacts on performance,
improvement, and eventually success by joining training programs with key objectives. In
addition, companies can maintain their competitiveness in a market that is changing
rapidly by taking early action to close skill gaps.

Denise Quintela
Every companies’ one goal is to provide a good quality of service from their employee.
Identifying gaps through training needs analysis helps address potential issues
employees may face, enhancing strengths and addressing weaknesses. The process
involves evaluating organizational goals, current employee performance, and existing
skills and knowledge. By bridging the gap between current and future skills, organizations
can determine training needs. Auditing current staff skills, setting training objectives,
developing a training plan, and evaluating the program are crucial steps in this process.
By following these steps, companies can enhance employee skills, leading to improved
performance, customer satisfaction, and overall productivity.

Jirah Yarte

REFERENCES
HR Employment Law training courses. (n.d.). https://hrtrainingcenter.com/employment-law-

training

Kraiger, K., & Ford, J. K. (2021). The Science of Workplace Instruction: Learning and

Development Applied to Work. Annual Review of Organizational Psychology and

Organizational Behavior, 8(1), 45–72. https://doi.org/10.1146/annurev-orgpsych-

012420-060109

Arthur, W., Bennett, W., Edens, P. S., & Bell, S. (2003). Effectiveness of training in organizations:

A meta-analysis of design and evaluation features. Journal of Applied Psychology, 88(2), 234–

245. https://doi.org/10.1037/0021-9010.88.2.234

Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2012). The Science of Training

and Development in Organizations: What matters in practice.

ResearchGate. https://doi.org/10.2307/23484697

Folger, J.P., Poole, M.S., & Stutman, R.K. (2021). Working Through Conflict: Strategies for

Relationships, Groups, and Organizations (9th ed.).

Routledge. https://doi.org/10.4324/9781003027232

Barnes‐Holmes, Y., Hayes, S. C., Barnes ‐Holmes, D., & Roche, B. (2002). Relational Frame

Theory: a Post-Skinnerian account of human language and cognition. In Advances in child

development and behavior (pp. 101–138). https://doi.org/10.1016/s0065-2407(02)80063-5

Goldfried, M. R., & Davison, G. C. (1994). Clinical Behavior Therapy, expanded. John Wiley &

Sons.

Boniwell, I., Osin, E. N., & Sircova, A. (2014). Introducing time perspective coaching: A new

approach to improve time management and enhance well-being.

ResearchGate. https://www.researchgate.net/publication/280007785_Introducing_time_perspecti

ve_coaching_A_new_approach_to_improve_time_management_and_enhance_well-being
 DOCUMENTATION OF LEARNING AND DEVELOPMENT ACTIVITY

INTRODUCTION (Related theories, rationale, and objectives)

SPECIFIC TOPICS (with Structured Learning Experiences or activities with procedures)

ASSESSMENT or EVALUATION OF LEARNING (These are the expected outputs to be

satisfied by the participants to measure effectiveness of L&D activity)

DOCUMENTATION

● Copy of the Letter of Request submitted to the company or organization

● Approval Sheet signed by the representative of the company or organization

● Informed Consent accomplished and signed by the participants

● Attendance sheet

● Outputs submitted by the participants

● Pictures taken during the conduct of the activity, with captions, including date

● Copy of handout provided, if applicable

● Evaluation of activity accomplished and signed by the participants

INSIGHTS (What have you realized while working on this activity? Were you able to
address the issues and concerns that prevailed in the TNA you conducted? How
relevant is this activity in fulfilling organizational goals and objectives?)

REFERENCES
Include a complete list of reference materials used in the preparation of this report.
Follow APA format.