TRAINING NEED ANALYSIS

HEMALATHA
JAYSHREE
SHABINA
SYED MOHAMMED
SABARI SURYA

WHAT IS TNA?
A training needs analysis is a systematic approach for
determining what training needs to take place.

STAGES
Training need analysis is conducted at three
stages:
1. Organisational Analysis
2. Job Analysis
3. Individual Analysis

1. Organisational Analysis
It is aimed at short listing the focus areas for training
within the organisation and the factors that may affect
the same.
It studies :
1. Mission and Strategies
2. Resources
3. Internal Environment
Eg) IBM and Motorola

Techniques for collecting

data
At organisational level:
- Personnel and skill inventories
- Organisational climate and efficiency
indices
- Management requests
- Exit interviews
- Management by Objectives (MBO)

2. JOB ANALYSIS
- It is an objective assessment of wherein both the
worker oriented approach as well as the task oriented
approach is taken into consideration.
- The former approach identifies key behaviours and the
latter identifies the activities to be performed.
- The former is useful in deciding the intervention and
the latter in content development and program
evaluation.

3. INDIVIDUAL ANALYSIS
- It is concerned with who in the organisation needs the training
and in which particular area.
- Here performance is taken out from the performance appraisal
data and the same is compared with the standard of
performance.
Individual analysis is also conducted through:
- Questionnaires
- 360 feedback
- Personal interviews

TNA FRAMEWORK
Organization
al
Analysis

Performan
ce
Gap

Operationa
l
Analysis

Person
Analysis

Identify
performanc
e
discrepancy
and its
causes

Training
Needs

NonTraining
Needs

TYPES OF TNA

 Training methods can range from:

On the job training (OJT)
Mentoring and coaching;
Classroom / lecture
Web-based / e-learning
Reading / books
Conferences
Academic programs

Collecting information for

TNA
Surveys
Focus groups
Individual interviews
Discussions with relevant bodies (trade
associations, Chambers of Commerce,
universities, unemployment services)
Variance analysis

Why do we need training?

Having the knowledge and right skills to be

able to do their work effectively and
competently.
Training may be needed when there is a gap
between the desired performance, and the current
performance, and the reason for that gap is lack of
skill or knowledge.
Training may only be able to resolve part of the
problem. Thus we need to analyze the problem
and find out whether training will be able to
resolve it.
If training is necessary, we also need to
define the objective of the training and how
it will help the member(s) become more
effective.

 Training needs analysis address the

following questions:
What training is needed and why?
Where is training needed?
Who needs training?
How will training be provided?
How much will training cost?
What will be the impact on business?

Why Conduct a Training Needs Analysis?

Effective training programs correctly

identify and address the training
needs.
Training may be incorrectly used as a
solution to a performance problem
Need to determine what or who
needs to be trained.
Training programs may have the
wrong content, objectives or
methods

Key steps in conducting effective

Training need analysis

Prepare thoroughly
Follow a structured methodology
Link training needs with the objectives of the network
Gain commitment from members to participate in the
TNA
Communicate with all those involved
Ensure you have the skills to conduct the TNA
(analytical and communication)
Collate the results gathered

Five Steps of Training Needs Assessment

Cause
Solution
If skill or knowledge.training
If lack feedback..feedback,
standards
If not motivated.rewards,
consequences
If unclear expectations..std,
measure, discuss
If job environmentchange
environment
If potentialchange
personnel

What to avoid?
Making snap assumptions about performance
problems
organising training without first establishing a need
taking a one size fits all approach.