Training Need Analysis

Module-(3&4)*

DR HANS
*CONTENT MAY CHANGE AS I UPDATE THE PEDAGOGY
 Concept: TNA

1. Training Need Analysis: TNA

2. TNA is one of the important component under
designing training (Training design)
3. TNA focus on processes used to determine whether
training is necessary or not?
4. It includes: Organizational Analysis, Task Analysis
and Person analysis
5. It broadly provide us with Training Needs & Non-
Training Needs for designing training/non-training
programmes
 Why TNA?

1. Training may be incorrectly used as a solution

2. Training programme may have inappropriate
content, objectives or methods
3. Trainees may be sent to training programme where
they might not have basic skill (no fulfillment of
prerequisite/no interest)
4. Training is not delivering expected learning or
behavior change
5. Money spent on the training may be unnecessary
because it is unrelated to the business strategy
 TNA: What is it?

1. It refers to the process used to determine whether

training is necessary
2. Needs assessment is the first step in the
instructional design process
3. If it is poorly conducted, training will not achieve
the outcomes or financial benefits the company
expects
 Self -Assessment

Q1. What is the need and significance of Training Need

Analysis? Explain with relevant examples.
Q2.Why TNA is important for designing any training
programmes for employees? Evaluate.
TNA –Framework: Blanchard
 TNA Framework: Raymond A. Noe

Reasons or “Pressure Points” Outcomes

1. Legislation What is the Context? 1. What Trainees
Need to Learn?
2. Lack of Basic
Organization 2. Who Receives
Skills Training?
Analysis
3. Poor In What Do 3. Type of Training
Performance Task
Analysis They Need 4. Frequency of
4. New Technology Training? Training
Person
5. Customer Analysis 5. Buy Versus Build
Training Decision
Requests
6. Training Versus
6. New Products Who Needs the Other HR Options
Training? Such as Selection
7. Higher
or Job Redesign
Performance
Standards 7. How Training
Should Be
8. New Jobs Evaluated?
 Self- Assessment

Q: Identify any three pressure points based on which

you as HR manager initiate TNA in your
organization? Justify.
Q. What could be the broader outcomes of the training
need assessment ? Explain with relevant examples
 TNA: Basic Components

Organizational analysis: It include:

1. Appropriateness of training according to the
business strategy
2. Resources available for training

3. Support by managers and peers for training

* The details regarding above analysis shall be

discussed in the coming classes.(Self- Study from
the recommended book)
 TNA

Person analysis: It include

1. Determining whether performance deficiencies
result from a lack of knowledge, skill, or ability (a
training issue) or from a motivational or work
design problem
2. Identifying who needs training

3. Determining employees’ readiness for training

* The details regarding above analysis shall be

discussed in the coming classes.(Self- Study from
the recommended book)
 TNA

Task analysis: It Involve

Identifying the important tasks and knowledge, skill,
and behaviors that need to be emphasized in training
for employees to complete their tasks

* The details regarding above analysis shall be

discussed in the coming classes.(Self- Study from the
recommended book)
 Key Concerns of Upper- and Midlevel Managers
and Trainers in Needs Assessment
Upper-Level Managers Midlevel Managers Trainers
Organizational Is training important to Do I want to spend Do I have the budget to
Analysis achieve our business money/resources on buy training services?
objectives? training? Will managers support
How does training support How much? training?
our business strategy?

Person Analysis What functions or business Who should be trained? How will I identify which
units need training? Managers? employees need training?
Professionals?
Core employees?
Task Analysis Does the company have For what jobs can training What tasks should be
the employee with the make the biggest trained?
knowledge, skills, and difference in product What knowledge, skills,
ability needed to compete quality or customer ability, or other
in the marketplace? service? characteristics are
necessary?
 Needs Assessment Techniques

Observation Questionnaires

Focus Documentation
Interviews Groups
 Advantages and Disadvantages of Needs
Assessment Techniques (1 of 3)
Technique Advantages
Observation Generates data relevant to
work environment
Minimizes interruption of work
Questionnaires Inexpensive
Can collect data from a large
number of persons
Data easily summarized
Disadvantages
Needs skilled observer
Employees’ behavior may be
affected by being observed
Requires time
Possible low return rates,
inappropriate responses
Lacks detail
Only provides information directly
related to questions asked
 Advantages and Disadvantages of Needs
Assessment Techniques (2 of 3)
Technique Advantages
Interviews Good at uncovering details of
training needs
Good at uncovering causes
and solutions of problems
Can explore unanticipated
issues that come up
Questions can be modified
Focus Groups Useful with complex or
controversial issues that one
person may be unable or
unwilling to explore
Questions can be modified to
explore unanticipated issues
Disadvantages
Time consuming
Difficult to analyze
Needs skilled interviewer
Can be threatening to SMEs
Difficult to schedule
SMEs only provide information
they think you want to hear
Time consuming to organize
Group members provide
information they think you want to
hear
Status or position differences may
limit participation
 Advantages and Disadvantages of Needs
Assessment Techniques (3 of 3)
Technique Advantages Disadvantages
Documentation Good source of information on You may not be able to
(Technical Manuals procedure understand technical language
and Records) Objective Materials may be obsolete
Good source of task
information for new jobs and
jobs in the process of being
created
 The Needs Analysis Process
Person Analysis
Person Characteristics
• Input
• Output
• Consequences
• Feedback
Organizational Analysis
• Strategic Direction
Do We Want To Devote Time
• Support of Managers, and Money For Training?
Peers & Employees for
Training Activities
• Training Resources
Task Analysis or Develop a
Competency Model
• Work Activity (Task)
• KSAs
• Working Conditions
Questions to be Asked in an Organizational
Analysis (1 of 3)

1. How might the training content affect our

employees’ relationship with our customers an
other stakeholders?
2. What might suppliers, customers, or partners need
to know about the training program?
3. How does this program align with the strategic
needs of the business?
4. Should organizational resources be devoted to this
program?
Questions to Ask in an Organizational
Analysis (2 of 3)

1. What do we need from managers and peers for this

training to succeed?
2. What features of the work environment might
interfere with training?
3. Do we have experts who can help us develop the
program content and ensure that we understand
the needs of the business as we develop the
program or not?
Questions to Ask in an Organizational
Analysis (3 of 3)

Will employees perceive the training program as:

1. An opportunity?
2. Reward?
3. Punishment?
4. Waste of time?
 Organizational Analysis: Self -Learning

1. If companies believes that training is expected to

contribute to the achievement of business
strategies and goals, the amount of budget
allocated to training and the frequency of training
would be likely to be..........?
2. If company believe that learning contributes to
competitive advantage of the business, the
company will allocate……?….training budget and
frequency of training would be ……?….. And vice –
versa.
 Organizational Analysis: Self -Learning

1. Manager support is important for effective training for

employee enthusiasm and motivation.
2. Positive attitude towards training (from
managers ,peers and employees) shall leads to effective
training. How?
 -Willingness to provide information to trainees about
training program
 - Guide them how they can use such KSA to perform
their job better?
 -Provide opportunity to use training content in their
…………?
 Organizational Analysis: Self -Learning

Decision: Whether company has enough resources

(Time, M……., E……) to build or buy training
programme? Y/N
Ex:
Q. If a vehicle manufacturing firm is installing
computer –based manufacturing equipment in one
of its plants. Evaluate the decisions on build vs buy
training.
 Person Analysis

1. Person analysis helps to identify who need training

based on gap analysis.
2. Gap analysis determines the difference between
….? and ……..? performance.
3. PA also helps determining employees readiness for
training.
 Person Analysis

Readiness of training covers:

 Whether employee have the PC(ability, attitude,
belief and motivation) necessary to learn program
content and apply it on the job?
 Whether work environment will facilitate learning or
not?
This process include evaluating person characteristics ,
input ,output, consequences , and feedback
 Person Analysis: Framework

1. Personal Characteristics : It include KSAA

2. Input: refers to the instructions that guides
employees what , how and when to perform. It also
refers to the resources given to the employees help
them perform.
3. Output: Job’s performance standards
4. Consequences: Incentives received by employees
for better performance
5. Feedback: Information about their performance
Person Characteristics
• Basic Skills
• Self-Efficiency
• Awareness of Timing Needs, Career Interests, Goals
+
Input
• Understand What, How, When to Perform Process for
• Situational Constraints analyzing the
• Social Support
• Opportunity to Perform factors that
Output
+ influence
• Expectations for Learning and Performance employee
Consequences
+ performance
• Norms and learning
• Benefits
• Rewards
+
Feedback
• Frequency Motivation to Learn
• Specificity Learning Performance
• Detail
Person Analysis: Overview

1. Interview and Questionnaire can be used to

measure all personal factors
2. 360 Degree feedback methods used to be the best
tools for conducting person analysis.
3. Person analysis influence motivation to
learn/Desire to learn the content of training
program
4. It also help to identify how they want to learn?
5. These personal factors influence performance and
learning levels of employees in training
Person Analysis:

1.Person Characteristics
1. Ability and skill (Basic Skills : Cognitive ability , Reading &
writing ability)
2. Cognitive Ability: Verbal, Quantitative ability & Reasoning
3. Self- Efficacy
4. Awareness of training needs , career interests goals
5. Age and generation
 Cognitive Ability

A. Verbal Comprehension refers to person’s

capacity to understand ,and use written and
spoken language.

B. Quatitative Ability refers to how fast and

accurately a person can solve math problem.

C. Reasoning ability refers to the person’s capacity

to invent solutions/alternatives to any problems.
 Reading Ability

Lack of the appropriate reading level can

impede/hinder performance and learning in
training program
Ex: Training content/materials
 Person Analysis: Self-Efficacy

Self-efficacy : Belief that one would be successfully

completing any task assigned on time.
The employees believe that they can successfully
perform their job or learn the content of the training
program
1. The job environment can be threatening to many
employees who may not have been successful in the past
2. The training environment can also be threatening to
people who have not received training or formal education
for some length of time
 Awareness of training Need:

1. Employees must be aware of their skills , strengths

and weakness to be motivated to learn in training
programmes.
2. They should know the link between training
program and improvement of their weakness.
3. Need to given a choice
 Age and generation

There is a biological evidence that certain mental

capacities decreases with age.
Mental quickness and memory power diminishes at a
steady pace
A. Gen- y: Optimistic . Willing to work and learn, technological
literate, appreciate diversity
B. Gen-x: Need Feedback and flexibility, dislike close
supervision, Value between work and personal life
C. Baby Boomers: Fairness & equity, hardworking, competitive
D. Traditionalist: Loyal. Follow orders, need a specific system
 Person Analysis

2. Input: Support to perform job & resources

provided (Related to work Environment)

Employee’s perceive work environment in terms of

1. Situational constraints (Lack of Resources to
perform)
2. Social Support (Managers and peers feedback and
reinforcement)
**If input is inadequate training may not be the right
solution.
 Person Analysis:

3. Output: (Standards to map employee

performance)
1. If employees are not aware at what level/quality standard
they have to perform, they may not be able to perform to the
best of their KSA.
2. Employee need to know and understand the performance
standards to use their KSA.
3. If performance standards are not clear and awareness is not
there , training may not be the right “fix”.
 Person Analysis:

4. Consequences: ( Rewards and incentives)

1. If employees believe that rewards and incentives are
inadequate , they may not meet the performance
standard, even if they have right KSA.
2. Such inadequate reward policy also affect work group
norms
3. If such situation prevails , training may not be the right
solution.
4. During training also, Consequences affect the learning
in training programme ( Food, accommodation,
certificates)
 Person Analysis:

5. Feedback: ( Knowing about their

performance level from right person)
1. Performance may decline if employees do not receive
feedback regarding their levels of performance
compare to the standard.
2. Timely feedback is important that yearly feedback
Person Analysis: Summary

1. If employees lack the knowledge and skill to

perform and the other factors are satisfactory,
training is needed

2. If employees have the knowledge and skill to

perform but input, output, consequences, or
feedback are inadequate, training may not be
the best solution.
 C. Task Analysis

Task analysis results in a description of work

activities, including tasks performed by the employee
and the knowledge, skills, and abilities required to
complete the tasks
Prepare JD & JS
Should only be undertaken after you have
determined from the organizational analysis that
the company wants to devote time and money for
training
 Steps in a Task Analysis

1. Select the job(s) to be analyzed

2. Develop a preliminary list of tasks performed by
the job
3. Validate or confirm the preliminary list of tasks
4. Identify the knowledge, skills, or abilities
necessary to successfully perform each task
Key Points to Remember When Conducting a
Task Analysis (1 of 3)

1. Task analysis should identify both what employees

are actually doing and what they should be doing
on the job

2. Task analysis begins by breaking the job into duties

and tasks

3. Use more than two methods for collecting task

information to increase the validity of the analysis
Key Points to Remember When Conducting a
Task Analysis (2 of 3)

For task analysis to be useful, information needs to

be collected from subject matter experts (SMEs)
 SMEs include:
1. Job incumbents
2. Managers
3. Employees familiar with the job
Key Points to Remember When Conducting a
Task Analysis (3 of 3)

In deciding how to evaluate tasks, the focus should

be on tasks necessary to accomplish the company’s
goals and objectives
 These may not be the tasks that are the most difficult or take
the most time
 Competency

A competency refers to areas of personal capability

that enable employees to successfully perform their
jobs by achieving outcomes or successfully
performing tasks
 A competency can be knowledge, skills, attitudes, values, or
personal characteristics
 Competency Model

A competency model identifies the competencies

necessary for each job as well as the knowledge,
skills, behavior, and personality characteristics
underlying each competency.
Competency models are useful for training
and development in several ways: (1 of 2)

1. They identify behaviors needed for effective job

performance

2. They provide a tool for determining what skills are

needed to meet today’s needs as well as the
company’s future skill needs

3. They help determine what skills are needed at

different career points
Competency models are useful for training
and development in several ways: (2 of 2)

4. They provide a framework for ongoing coaching

and feedback to develop employees for current and
future roles

5. They create a “roadmap” for identifying and

developing employees who may be candidates for
managerial positions
 Scope of Needs Assessment

1. Time constraints can limit the length and detail

obtained from needs assessment

2. The scope of the needs assessment depends on the

size of the potential “pressure point”

3. You will be able to anticipate training needs if you

are attuned to the:
1. business problems
2. technological developments
3. other issues facing the organization
Thank You!