PP 2

Question

1 Describe in 2000 words, improvements required in TNA system in your organisation (if you are
an employee) or any other organisation of your choice (if you are not employed).

2 Write in 2000 words about Criteria / Inputs used by you (if you are a trainer) for finalising Design
of a Training Program. If you are not a trainer, speak to any trainer and write about his / her experience.

Answer to question No .1

Training needs hinder employees in fulfilling their job responsibilities, thereby preventing the
organisation from achieving its objectives.

Some eLearning providers define a training need as a shortage of skills or abilities—caused by a lack of
knowledge or understanding, or arising from a change in the workplace—which can be reduced or
eliminated by training.

After more than a decade of successful relationships with a global clientele base, we have realized that
effective training depends on knowing what is required—for the individual, the department, and the
organisation as a whole. We have also noticed an increasing consciousness among our clients to ensure
that the resources they are investing in training are targeted at areas where training and development is
needed and a positive return on the investment is guaranteed. They realize that simply throwing training
at individuals may miss priority needs, or even cover areas that are not essential. As new technologies
and flexible working practices are becoming widespread in the workplace, effective TNA becomes crucial
in order to channel resources into the areas where they will contribute the most to employee
development—enhancing morale and improving organisational performance.

Goals of TNA

From conversations with customers and experience with conducting TNA, eLearning experts

and instructional designers understands that the goals of TNA include:

• Identifying what skills and abilities employees already have.

• Identifying what skills and abilities are required but not available.

• Identifying what current training opportunities are available.

• Identifying gaps in the current training and development options.

• Identifying what new training is required to address the gaps.

• Raising the profile of the training department.

• Increasing the attractiveness of the organisation to higher quality new recruits.

• Increasing retention of qualified, motivated people.

• Increasing the sense of ownership and involvement of employees in their own learning

and development.

• Building a firm foundation for the evaluation of learning activities.

• Maximizing the effectiveness of the training budget.

Technology is changing at a very fast pace and so are the training and development needs of employees.
It helps in grooming employees for the next level. It helps the manager to identify key development
areas of his/her employees. With proper training and development, the productivity increases manifold.

Various companies have in-house experts who can train employees on various aspects of the business.
Normally, a calendar is worked out in advance in which various sessions are listed out and which
employees can pick their business requirement to enhance personal development needs.

At times companies also send employees for various training programs outside the organisation to train
in technical know-how or a course which would be relevant to their job profile. TNA is usually part of the
appraisal process and at the end of the year an employee has to complete all the training and
development needs identified by the manager.

Training and development, which was at some point in time was not given much weight age, is now a
crucial part for any company to meet its broad goals and objectives. There are many aspects when
managers are identifying training needs of their team members.

Firstly, the managers need to identify what skill set is required to complete the job or the process.
Second, is to assess existing skill levels of the team members, and lastly, determine the training gap.

Training gap is defined as the difference between the skills required to complete the job and existing
skill set of any particular team member.

Answer to Question 2.

Identify the need of Training

1. Talk with the learner or with the learner's manager or supervisor to assess the
learner's skills, knowledge, and experience. Ask questions about what they would
like to improve. What are their goals for the training?
2. Observe the learner actually doing a job or applying what you've taught.
3. Review learner output and results, including customer/ client feedback.
4. Determine where there is a gap between what the learner needs to be doing and
what he or she is actually doing. Or is there a gap between the goals or standards
of the organization and what the learner is doing?

Assess the Need for Instructor – Led Training

Determine whether instructor-led training is the best strategy for addressing the learner's needs.
Alternatives to instructor-led training could be reading assignments, Web-based training, self-
study plans, cross-training by a colleague, or even performance counseling.

Define training Objective

1. Define your objectives clearly, and list them in writing. (Training objectives help
you stay focused and avoid trying to cover too much.)
2. Write simple statements of what, specifically, the employee will be able to do,
know, believe, or understand after the training. (Training objectives help learners
know what to expect from the training.)
Examples:

o Enter 30 records per hour into the correct data fields.

 o Provide effective constructive feedback to direct reports.
3. Identify which questions your training is intended to answer. (Training objectives
provide a basis for assessing whether training goals were achieved.)
Examples:

o How do we create effective working relationships with our clients?

o Why are these changes necessary?

Design the Training

1. Review Basic Instructional Design Format .
2. Identify what the learner needs to know in order to achieve the learning objective.
3. Identify what the learner needs to be able to do to achieve the learning objective.
4. Organize the learning content in logical steps.
5. Design ways for the learner to demonstrate what they are learning.
Examples:

o Small group discussion with debriefing

o Case studies
o Hands-on practice
o Q&A
Important: The typical workplace training involves too much lecture or "telling," and too
few ways for the learner to apply what they have learned. 5. Develop the training.

Develop the Training

1. Create, or bring together, any supporting materials needed to do the training:
o Handouts
o Job aids
o PowerPoint slides
o Overhead transparencies
o Leader's guide
o Videos
o Software
2. Arrange the logistics of the lesson or program.
 a. Reserve facilities.
b. Identify, and make arrangements for, the equipment you need as an
instructor and your learners will need:
 Projectors
 Projection screens
 Carts/ tables
 Flip chart easels
 Work stations
 Tools
c. Visit unfamiliar locations ahead of time whenever possible.
d. Design the layout of chairs and tables.
. Deliver the lesson or course.

Evaluate the Training

1. Ask participants for feedback about the training. Issues to address include:
o Achievement of course objectives
o Relevance of topic to learner needs
o Satisfaction with the trainer
o Satisfaction with the facilities
2. If someone asked you to provide the training, that person is also your client. Ask
them for feedback about how well the training met their needs and about what it
was like working with you.
3. Use the feedback you get to improve your instruction design and delivery.