Training Need Analysis

Training Need Analysis

y A needs analysis is the process of identifying performance

requirements and the "gap" between what performance is required and what presently exists.

Training Need Analysis

y It is done to find out
y The kind of training that are needed y Who needs them y Where they are needed and y Which method will best deliver the needed skill, knowledge,

attitude to the workers

Training Need Analysis

y Organisation Analysis y Task Analysis y Person Analysis

Training Need Analysis

What is the Context?

Organization Analysis Task Analysis

What Do They Need to Learn?

Person Analysis

Who Needs the Training?

Organisation Analysis
y Broad issues that can influence training needs are identified y It involves examination of the business environment,

strategies of the organisation and the resources at its command to determine whether training is needed

Task Analysis
y The job description and specification are reviewed in order

to identify the activities of a particular job and the job knowledge skill level and attitude required for performing them
y Task Analysis finds out the answer for the question What do

learners need to learn?

Person Analysis
It requires determining which employees require training and

which employee do not require training

Helps in saving cost to organisation Helps to determine the content coverage and design of the

training programme

Person Analysis
y Person analysis is done in two phases
y 1st phase the performance indicators are developed y 2nd phase - the gaps existing in knowledge, skill, attitudes are

determined and approaches to resolve them are developed

Data Sources Used in TNA

Organisational Analysis Organisational goals and objectives Personnel inventories Skill inventories Efficiency indexes Changes in systems or subsystems Management requests Exit interviews Management-by-objectives or work planning systems Task Analysis Job Description Job specification Performance standards Work sampling Reviewing literature on the job Asking questions about the job Training committees Person Analysis Performance Appraisal data Work sampling Interviews Questionnaires Tests Attitude surveys Training progress Assessment centers

Organisational climate indexes Performing the job

Analysis of operating problems Critical incidents

Training Needs Analysis

Process of TNA
Identify Problem Needs
Determine Organisational Context, Gap Analysis is performed, objectives are set

Determine Design of Method selection criteria is established; advantages and disadvantages of the methods are assessed Needs Analysis Collect Data Analyze Data Provide Feedback Develop Action Plan
Interviews are conducted; Questionnaires and surveys are administered, documents are reviewed; people at work are observed Qualitative analysis and quantitative analysis is conducted; solutions/ recommendations are determined Report is prepared; presentation is made to the management; what training is needed is decided Use the information as the basis for training design, development and evaluation

Why Conduct a Training Need Analysis?

Significance of training needs analysis

y Training needs assessment helps in diagnosing the causes of

performance deficiency in employees and prevails upon the organization to take remedial actions.
y Trainers may be informed about the broader needs of the

training group and the organization, thus paving way for effective training.

Significance of training needs analysis

y Training needs assessment sharpens the focus and the

orientation.
y It helps in reducing the perception gap between the trainees,

the trainers, the training administration and the organization.

y Trainers are able to pitch their course design coverage and

inputs closer to the specific needs of the participants.

When to Conduct a Training Need Analysis?

Needs analysis is generally undertaken

y when a triggering factor occurs, y when two or more decision makers indicate

performance discrepancies and they need to be corrected

Triggers for Training

External Factors The anticipated demand for products/services Forecast Profitability Existing Labour Market National Labour Market Expected Labour Market Internal Factors Plans to change method/ technology, etc The view of the line manager The views of the training department Recent company profitability Loss of key employee (unforeseen)

Indication of Performance Discrepancy

Proactive approach to TNA
Focuses mainly on an anticipated performance discrepancy in the future

Reactive approach to TNA

Focuses on a perceived performance discrepancy in the present

Where to Look for Performance Discrepancies?

Methods used in TNA

Organisational Goals & Objectives Personnel/ Skill Inventories Organisational Climate indices Efficiency indices Exit Interviews MBO or work planning systems Quality Circles Customer Survey/ Satisfaction data Consideration of current and projected changes Performance Appraisal Work sampling Interviews Questionnaires Attitude Survey Training Progress Rating Scale Observations of Behaviour

Group or Organisational Analysis

Individual Analysis

Six Component Approach for TNA

Context Analysis Cost-Benefit Analysis Participants Analysis

Six Components
Suitability Analysis Content Analysis Work Analysis

Context Analysis
y Involves an analysis of the business context or reasons for which the

training is desired
y Questions being answered
y Who decided that training should be conducted y Why a training programme is seen as the recommended solution to a

business problem
y What the history of the organisation has been with regard to employee

learning interventions
y What are the contextual factors at learning and at practice which hinder or

enable practice of the learned competency

Participants Analysis
y Analysis dealing with potential learners and instructors

involved in the process

y Questions being answered
y Who will receive the training and their level of existing

knowledge in the subject

y What is their learning style y Who will conduct the training and their expertise to do so

Work Analysis
y Analysis of the tasks being performed; involves activities,

tasks and roles of the job and the competency requirements for effective performance
y Seeks to specify the main duties and skill level required y Helps in ensuring that a given training method and context

are aligned with the relevant job role

Content Analysis
y Analysis of documents, manuals, laws or procedures used on

the job
y Question being answered
y What knowledge or information is used on the job for

successful performance
y An experienced employee can assist in determining the

appropriate content

Suitability Analysis
y Analysis of whether training is the desired solution y Training may not be always the best solution y Important to determine if training is the right solution for a

particular organizational problem

Cost-Benefit Analysis
y Analysis of the return on investment (ROI) of training y Effective training should result in a return of value to the

organization that is greater than the initial investment to produce or administer the training