INSTITUTE –University School

of Business
DEPARTMENT -Management
M.B.A
Training and Development-BAC740
Faculty Name : Dr. Gagandeep Kaur
(Associate Professor)

UNIT-1; Chapter-1
Introduction to DISCOVER . LEARN . EMPOWER
Human Resource
Development
 Course Objectives

COB No. Title

COB1 To give an understanding of human resource development.

To enable students to understand training and development

COB2
along with their design

To create awareness regarding learning and different styles of

COB3
learning
 Course Outcomes
CO
Title Level
No.
To develop an ability to identify the importance of Rememb
CO1 training and development function to the strategic er
decisions of organizations.  
To evaluate the training needs , design training
program and perform training impact assessment in Develop
CO2 an organizational setup.
 

The students will be able to understand in aligning

training and development function with
CO3 organizational strategies and overall performance. Analyse
 Training Analysis
• Training Analysis (sometimes called Training Needs
Analysis (TNA)) is the process of identifying the gap
in employee training and related training needs.

• A training needs assessment identifies individuals'

current level of competency, skill or knowledge in
one or more areas and compares that competency
level to the required competency standard
established for their positions or other positions
within the organization.
 What is Training Needs Assessment?
“

The gap between the present status

and desired status may indicate
problems that in turn can be
translated into a training need.
 Training Analysis – 3 Steps Approach

• Decide On Skill Sets

• Evaluate the Skills of Staff

• Highlight the Skills Gap

• https://www.youtube.com/watch?v=nhD-rojP11M
Polling Time!

TNA stands for Training Needs Assessments

a. Yes
b. No
Training Need Analysis/Assessment

• Organizational Analysis
• Task Analysis
• Personal Analysis
 Summary: TNA Process After the Trigger
Units in org.
Persons in unit
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Org. Analysis
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Person Analysis

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Organizational Analysis
1. Business Environment
- Outbreak of Covid-19
- GST Implementation across Country

2. Strategies of the organization

• Expansion
• Technology
• Re-structuring
• Downsizing etc
Task Analysis

• Job Description
• Job Specification

• For example the task of taking an x-ray, a Radiologist correctly

positions the patient.
Person Analysis

• Who requires Training?

• Who does not require Training?
Training need assessment: sources
The sources of assessing training needs are:
• Performance evaluation
• Job analysis
• Attitude survey
• Advisory panel
• Ability test score and feedback
 Polling Time!

TNA can be done at Organizational, Task & Personal

level.
a. Yes
b. No
 Training need assessment:
sources (contd.)

Performance
Evaluation Training Advisory panel
Need
Assessment
Job Analysis
Ability Test
Score

Attitude Survey
Feedback
Why should you conduct a TNA?

• Avoid training for ‘training sake’.

• Supports cost effective training.
• Targets areas of greatest need.
• Gives information on the organisation’s climate.
• Gives commitment from managers and trainers
• Separates the ‘symptoms’ from the causes.

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 How can a need to identified?

• Complaints from staff, customers/clients

• Poor quality work
• Frequent errors
• Large staff turnover
• Deadlines not being met
• Conflict amongst staff Indicators
Indicators
• New equipment systems of
of aa
need
need

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 Techniques for carrying out TNA’s
• Interviews
• Survey questionnaires
• Job descriptions and person specifications
• Critical incidents
• Log books and other company records
• Industry seminars
• Supervisor’s reports
• Direct observation
• consultation with persons in key positions, and/or with specific knowledge
• focus groups
• records & report studies
• work samples

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Training Needs Assessment Process

• Identify specific problems

• Gap Analysis
• Objectives are set
• Determine Training design of needs analysis
• Methods Selection criteria is selected
• Collect data
• Interviews, surveys, people at work are observed
• Analyze data
• Qualitative, Quantitative, recommendations
• Provide feedback
• Report, presentation is done why training is decided.
• Develop action plan
Types of TNA

• Proactive- it mainly focusses on anticipated performance

discrepancy in the future.
• Reactive- that focuses on a perceived performance discrepancy in
the present.
Summary
• Quality performance from the workforce is the need of every
organization to stay in business in today’s competitive
environment. If workers and employees are good and not
performing up to the mark, they need to be trained to raise
their level of skill, knowledge and versatility. The complexity of
jobs increases the need for training. The advancement in
technology, wide use of computerization and related
sophistication has increased the need for training by manifold.
 REFERENCES

Text Books

 Training and Development: Theories and Applications: Theory and Applications Paperback -Dipak
Kumar Bhattacharyya
Online Articles

• https://www.payscale.com/compensation-today/2019/01/employee-training-development
https://www.investopedia.com/articles/economics/09/education-training-advant
ages.asp

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• Assessment Pattern

Components HT-1 HT-2 Assignment Surprise Business GD Forum Attendance Scaled

Test Quiz Marks

Max. Marks 10 10 6 4 4 4 2 40
THANK YOU

For queries you can reach me on

Email:
gagandeep.e3996@cumail.in