Needs Analysis Phase

Input Process Output

Triggering
Event

Design Phase
Input Process Output
Development Phase
Input Process Output
Implementation Phase
Input Process Output
Outcome
Evaluation
Data

Process
Evaluation
Data

Evaluation Phase
Input Process Output

Training is concerned with performance both of the individual and the organisation.
Three questions that need to be answered:
What do people need to learn in order to perform?
What do people need to learn for the organization
to perform?
Where and how can learning support performance?

PERFORMANCE (P)

MOTIVATION
(M)

KNOWLEDGE,
SKILLS, AND
ATTITUDES (KSA)
P = M x KSA x E

ENVIRONMENT
(E)

Implementing: Doing things well. Gap

between desired and actual performance
Improving: Doing things better. Raising
current standards
Innovating: Doing new and better things.
Making a step-change

Organisational

Implementing

Improving

Innovating

Meeting current
org. objectives

Group

Individual

Working together
Being competent
to meet existing
at the level of
targets and
existing needs
standards

Setting higher
objectives and
reaching them

Continuous
improvement
teams

Having & using

continuous
improvement
skills and
processes

Changing
objectives and
strategies

Working across
boundaries to
create new
relationships and
new products and
services

Working
differently and
creatively with a
shared sense of
purpose

Training need is a condition where

there is a difference between
what is and what should be

Three reasons why people dont behave as

they are expected
They dont know how or when to perform
(Knowledge and Skills)
They arent motivated (Motivation)
They are prevented by the organisation or the
environment (Organisation and Environment)

Gain trust of all stakeholders critical to

success of the process

Relationship with top management to

determine
Need for process
Expectations from process

Relationship with other organizational

members
Involve, advise, inform all key people

Examining the details that must be made clear

so that the TNA process can function properly
Define the Target Job: which job(s) will you
analyze
Choose Methods for TNA: will depend on the
objectives of the TNA
Determine Participants in the TNA
You are setting up the PROTOCOL for the TNA

Input

Process

Output

Organizational
Analysis

TRIGGER
Actual
Organizational
Performance

AOP < EOP

Expected
Organizational
Performance

Operational
Analysis
(EP)
Person
Analysis
(AP)

Identify
Performance
Discrepancy
PD = EP <
AP
And Causes
of PD

Training
Needs

Non
Training
Needs

Organisation
Analysis

Task
Analysis

Organisational
Demands

Performance
gap
Person
Analysis

Employee Capability

To ensure training is done for the right

topics, topics that fit and foster the
organisations various agendas
Understanding organisational culture
ensuring that key stakeholders provide
meaningful input

Specify goals

3 scenarios:
Clarity in goals and ways to achieve them e.g.
adopting new technology and training required for it
readily available
Clarity in goals but lack of ways to achieve e.g. new
technology adopted but no training available
Goals are unclear or are changing, e.g. in case of
mergers or changing culture

Determine organizational training climate

Determine legal / environmental constraints

Organizational Goals & Objectives

Resources
Internal Environment
Budget
Labor Inventory
Skills Inventory
Organizational Climate and Culture Indices
Other Organisational Indices
Changes in System or Subsystem
Management Requests

Dissection of a task into knowledge, skills

and attitudes needed to accomplish it
Job descriptions become very helpful in
identifying gaps in task skills and learning
needs

Job Analysis

Role Analysis

Competency Analysis

Performance Standards or Benchmarks

Analysis of operating problems

Understanding the characteristics of

individuals within the target training
population.

 Performance

data or appraisals
Observation work sampling
Interviews/ Questionnaires
Tests
Attitude surveys
Training progress charts
Diaries
Assessment centers
Coaching and Mentoring Programmes

NAME

SKILL

1.

2.

3.

X
= cant do yet

= has skill but is not yet a practitioner

= can perform the skills but with difficulty
= can perform the skill well

Performance Discrepancy?
YES

Is it worth fixing?
YES

Performance Discrepancy due to?

KSA
Deficiency
YES

Choose
Appropriate
Remedy

Reward/
Punishment
Incongruence

Inadequate Obstacles in
Feedback
the system

YES

YES

YES

Modify
Systems

Provide
Proper
Feedback

Remove
Obstacles

Performance discrepancy is worth

fixing AND is due to a KSA
deficiency
Change
KSA
Deficiency Contingencies
Job Aid

Change the Job

Transfer or Terminate
Training
Practice

Provide
Feedback

Remove
Obstacles

Check that training is the appropriate

solution
Find alternatives to training
Check that individuals have not been
previously trained
Check queries with managers

List of the courses the person has

attended.
Training request form receipt or the
assessment center report or performance
appraisal record.
Training required by the person.
Range of dates for when the training is
required.

Shows the training the individual has

completed and what s/he needs to do.
Shows
all the people who have requested a particular
course
all the people who need a particular skill
the amount and type of training requested by a
particular part of the organization

Includes
The number of days planned to be provided

Spread of training load over the year

Cost of training
Number of days of training per employee

Impact on the training department

Impact on the organization

Discuss the draft plan with the heads and

the HR managers to get buy in from the
stakeholders and find out the fatal flaws
before the plan becomes public.

Has to balance
Corporate demands, policies and strategies
(umbrella under which the needs are identified)
as well as Task & Individual requirements.

Use of tools depends on organizational

environment, department/jobs being
assessed and individuals being studied.
All human beings have things they are
motivated to do.
Skill lies in matching organizational needs
to the motivation needs of the individual.
Training must try to ensure learning.

The aim is to find ways

to enable an individual to
use his/her gifts