OVERVIEW OF TRAINING NEEDS ANALYSIS

 When we planning training, we need to be involved in

three stages.
 Needs assessments, development and training.
 Needs assessment stage involves compiling of
information on whether the organization requires
training or not, types of training required and
specialized knowledge, skills and ability required.
 Training needs can arise from a short fall, deficiency
or gap occurring at either one of these area :-
a) Needs of the organizational level
b) Needs at the occupational level
c) Needs at the individual level
 TRAINING NEEDS ASSESSMENT (TNA)
 Before training is undertaken, HRD professional has
to ascertain why training is needed and what is
intended to be attained by having the training
program.
 The clarity and certainty of a need is obtained by
undertaking a TNA.
 Training Needs Identification (TNI) is seen precursor
to TNA.
 Ascertained training need exists before assessment
is undertaken.
 Determine first that particular problem can be
overcome through training because not all
organizational ills can be solve by training.
 (TNA)continued
 Needs assessment is the systematic process for
determining goals, identifying discrepancies between
the goal and the status quo and establishing the
priorities for action.
 A need is present when there is a discrepancy or gap
between the way things ‘might be’ and the ‘way there
are’.
 Needs assessment is a systematic process of
determining what ought to be (goals) and measuring
the amount of discrepancy (needs) between what
ought to be and what actually is in order to determine
priorities for action.
 GOALS OF THE ORGANISATION

Desired
sent situation : what actually is situation : what ought

Discrepancy gap

Figure : Organization Needs

 OBJECTIVES OF TNA
• To compile and analyze information pertaining to
what measures are being implemented in the
present and what measure should be implemented
in the present and future.
• If we find that there is a gap between the two, we
could ascertain whether training could narrow the
gap.
• We could use the data obtained through the TNA
process to choose :-
IV. Which group requires training.
V. Training content and methodology.
VI. Duration of training.
VII. How to evaluate training outcome.
 Training needs assessment involve
comparing

 On recruitment – Job specification vs Trainee

specification.
 On the job – Required performance vs Present
performance.
 Future need – Predicted need vs Present
ability.
 Performance standards
Deficiency
Actual Performance Level Expected Performance Level
The Need

or

Expected Actual Deficiency

Performance - Performance = In performance = Training Need

Figure: Occupational/ Individual Training Need

*Useful to note
 A number of parties are involved in any situation,
therefore, any training activity carries a variety of
expectation. Mapping the stakeholders’ interests can
be an integral part of TNA. Stakeholders here can
include, the management, the trainer’s supervisors,
the trainees, the trainers and the clients of the
organization. Stakeholders interest can impact the
problem being investigated and should therefore be
assessed as part of TNA.

In short, training needs assessment is the
process of gathering information about people to
be trained, the jobs they are doing and the need
(deficiency of knowledge, skill and attitude) for
their training and development.
 INDICATIONS OF A NEED FOR
TRAINING NEEDS ASSESSMENT
1. Change in technology
2. Shifting market trend / demands
3. Legislative or policy changes
4. Organizational restructuring
5. Succession requirements
6. Problems associated with work processes
7. Output evaluation( quality of production,
productivity,etc.)
8. Other issues relating to human resources
a. Introduction – for new staff in the organisation
b. Staff development – career planning to develop
knowledge and skill
 Low output
SYMPTOMS INDICATING TRAINING NEEDS
 Low reliability
 Poor quality
 High wastage/scrap
 Falling standard or performance
 Increase in time to perform tasks
 Time taken to learn how to perform tasks is to long
 Low utilization of machines and equipment
 High machine breakdown time
 High accident rates
 High labour turnover
 Low motivation
 High absenteeism
 Poor staff and management relationship
 Frequent delay
 Frequent dispute and strikes
 Customer complaints about staff inefficiency
 Lack of cooperation
 Recruitment problems
 Declining profits
 Training Needs assessment can be
due to:
a.Perceived Need : When people in authority or the
management feel that a training
need exists, due to an existing
problem or anticipated change.

b.Felt Need: When employees express the

need or want for a particular
program to meet performance
deficiency in their jobs.

c.Actual Need: When studies indicate that there

is a need for training, for
example, due to a drop in
present job performance (a
reactive response) or projected
future need( proactive
response).
Process of Surveillance:
TNA Identification of problem

Investigation:
Data collection

Data Analysis/Interpretation

Findings/Recommendations/Actions

Non Training Training as a

Solution Solution
 TNA : 3 Stage Procedure

2. Surveillance
3. Investigation
4. Analysis
1.Surveillance
 Review vital data of your organization.
 Obtain documents with state-of-the-
organization theme.
 Have up-to-date and broad picture what is
happening to the total organization.
 Look for areas of performance problems and
training opportunities.
 Maintain informal contact with individuals
throughout the organization
 Assess attitude and feelings of members of
the organization.
 Keep informed about all current policies,
targets and standards related to work.
2. Investigation
 Undertake investigation if you discover a
performance gap or management seems to
think that a training need may be present.
 Common data-gathering technique :-
-Observation
-Interviews
-Questionnaires
-Diaries
-Work samples
-Performance appraisals
-Studies
-Psychological tests
3. Analysis
 Intellectual
skill, difficult to describe.
 Sharpened by practice and assisted by
modern techniques of statistical
analysis.
 Organization, Job and Person Analysis.
1. Organization Analysis
 Includes a statement of objectives and
policies at organization department, and
section levels, as well as analyses of
the human resource available and of
the organization climate.
2. Job Analysis
 Specifies standard of job performance.
 Provide breakdown of job into
component tasks and investigate ways
of performing those tasks( with a view
to improving efficiency).
 Specify skills,Knowledge and attitudes
that a person requires in order to do the
job to standard.
3.Person Analysis
 Look at the occupant of the job
 Measure current level of performance
and diagnose requirements(if any) to
bring performance to standard.
 CONSIDERATION IN CONDUCTING
TNA
 Time
 Cost/Benefit
 Cause and Effect
 Timeless
 Participation