Kamal Uddin Ahmed Ph.D.

Training Needs Analysis

NSU MBA HRM-603 Spring’23, Friday 10 Mar’23

 TNA
 systematic method for determining
what caused performance to be less
than expected or required
 mgr must know what kind of trg
employees need
 trigger – organizational performance
discrepancy
 focus – performance improvement
 helps to determine if the deficiency
can be corrected through training
 TNA
 ascertain performance discrepancy
 increase chances that time and money
spent on training would be spent wisely
 determine benchmark (pre-measure) of
skills for evaluation of training
 demonstrate cost saving or value added
as a result of training
 increase motivation of participants
 align training activities with strategic
plan
 Needs Analysis
Input Process Output

Organizational
Analysis
Objectives
Resources
Environment
Identify Training
Performance Needs
TRIGGER
Actual Operational Discrepancy (PD)
Organizational Analysis PD= EP- AP
Performance Expected and
(AOP)< Expected Performance
Causes of PD Non-training
Organizational (EP)
Needs
Performance
(EOP)
Person Analysis
Actual
Performance
(AP)
When to conduct TNA
 at a triggering event
 it occurs when one or more key decision
makers communicate that a performance
problem exists and it needs to be
corrected.
 TNA may be formal and thorough or
informal
 two approaches are called proactive TNA
and reactive TNA.
 proactive TNA focuses on an anticipated
performance problem in the future.
 reactive TNA focuses on a perceived
performance problem in the present
Model of Process
Performance Discrepancy

Is it worth fixing
Sources for locating
performance discrepency
 Organizational Goals and Objectives and
Budget
 Labor Inventory
 Organizational Climate Indexes
 Analysis of Efficiency Indexes
 Changes In System Or Subsystem
 Management Requests Or Management
Interrogation
 Exit Interviews
 MBO or Work Planning And Review
Systems
Framework for conducting TNA
 Organizational analysis involves looking at the
internal environment of the organization-
 influences that could affect employee
performance
 determine its fit with organizational goals and
objectives.
 an examination of how the internal environment
affects job performance
 identifies constraints on training
 Operational analysis examines specific jobs to
determine the requirements (KSAs) necessary to
get the job done (i.e., expected job performance).
this process is generally called a job analysis.
 Person analysis examines those who occupy the
jobs to see whether they possess the required
KSAs necessary to do the job.
Organizational Analysis
 The mission and strategies of an
organization
 The resources and allocation of the
resources, given the objectives
 The factors in the internal environment
that may be causing the problem
 The impact of the preceding factors on
developing, providing, and transferring the
KSAs to the job if training is the chosen
solution to the PD
Data Sources for Operational Analysis

 Job Description
 Job Specifications
 Performance Standards
 Perform the job
 Observe Job-work Sampling
 Ask question about the Job
 Of the job holder
 Of the supervisor
 Review Literature Concerning job
 In professional journals
 In practitioner journals
 From other industries