TRAINING NEED ANALYSIS

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Training Need Analysis

 A training needs analysis is a systematic approach for

determining what training needs to take place
 TNA (Training need analysis/
assessment) - Importance
 Understand the areas of training to be delivered
 Identify the target trainees
 Establishing the objectives.
 Categorizing the types of training needed.
 Review current and past training programs
 Assess the current performance level of the employees
 Obtain better outcomes with optimum utilization of resources.
 Establishes relevance of training for employees. Data obtained
from training needs analysis reveals training requirements.
Training needs analysis address the
following questions

 What training is needed and why?

 Where is training needed?
 Who needs training?
 How will training be provided?
 How much will training cost?
 What will be the impact on business?
If needs assessment is not properly conducted, any
one or more of the following situations could occur:
 Training may be incorrectly used as a solution to a performance
problem.
 Training programs may have the wrong content, objectives, or
methods.
 Trainees may be sent to training programs for which they do not
have the basic skills, prerequisite skills, or confidence needed to
learn.
 Training will not deliver the expected learning, behavior change,
or financial results that the company expects.
 Money will be spent on training programs that are unnecessary
because they are unrelated to the company’s business strategy.
 TNA (Training need analysis/
assessment)
 Documentation within the organisation ( E.g. appraisal docs,
reports)
 Observation (Customer Service)
 Surveys (Customer Satisfaction/ Mystery Audits/ Client
Feedback)
 Interviews (With the supervisors)
 Suggestion box
 Meetings
 HARD INDICATORS – Sales, Customer Satisfaction,
Production, Quality- defects, Accidents at work
 SOFT INDICATORS – Job Satisfaction, Stress, Attrition
Exercise
 Imagine you are the manager of a factory with 500 workers
making ice cream for export to Europe.
 What information and evidence do you need before you can
say the employees need training?
 Try to list 5 ideas.
Response to exercise
 Accidents report
 Sick leave report
 Employee compensation
statistics
 Product quality control
report
 Wastage report
 Efficiency report
 Machinery out-of-order
report
 Staff discipline report
 Staff enquiries & complaints
 Guests complaints
 Refusal of orders made
 Quality of product report
 Market needs & trends
 Demographic data &
background of employees
Causes and Outcomes of Needs
Assessment
Key Concerns of Upper-Level and Mid-Level Managers
and Trainers in Needs Assessment
Who Should Participate in Needs
Assessment
 Job incumbents – employees who are currently performing the job.

 Managers, employees, and trainers

 Subject matter experts (SMEs) are employees, academics, managers, technical experts,
trainers, customers, or suppliers who are knowledgeable with regard to
 Training issues including the tasks to be performed.
 Knowledge, skills, and abilities required to perform tasks effectively.
 The necessary equipment.
 Conditions under which tasks will have to be performed.
Methods Used in Needs Assessment
 Focus groups are a type of SME interview that involves a face-
to-face meeting with groups of SMEs in which the questions that
are asked relate to specific training needs.

 Benchmarking is often used by companies to determine best

practices. This information is summarized and shared with
participating companies.
Methods Used in Needs Assessment
 TNA (Training need analysis/ assessment) - Methods

 Documentation within the organisation ( E.g. appraisal docs,

reports)
 Observation (Customer Service)
 Surveys (Customer Satisfaction/ Mystery Audits/ Client
Feedback)
 Interviews (With the supervisors)
 Suggestion box
 Meetings
 HARD INDICATORS – Sales, Customer Satisfaction,
Production, Quality- defects, Accidents at work
 SOFT INDICATORS – Job Satisfaction, Stress, Attrition
The Needs Assessment Process
Organizational Analysis

Focuses on three factors

 The strategic role of training based on the organization’s strategy

 Support of Managers and Peers for Training Activities

 Training resources, including money, time and expertise, need to be identified

Person/Individual analysis

 Helps to identify who needs training

 By examining whether current and expected performance match.
Factors considered :
 Employees’ readiness for training:
 Employees have the ability, attitudes, beliefs, and motivation to learn program content and apply it on the job.
 The work environment (Resources availability & social support)

 Person characteristics : knowledge, skill, abilities, attitudes and motivation, Basic skills, Cognitive ability, Self-
efficacy(employee belief that they can perform)
 Input: instructions and resources provided
 Output: refers to the job’s performance standards(high/low)
 Consequences: refers to the incentives employees receive for performing well
 Feedback: information employees receive while they are performing about their performance.
 Task analysis

 Description of the tasks performed on a job

 Knowledge, Skills and Abilities required to perform those tasks.

Four primary steps to a task analysis :

 A job or clusters of jobs are selected to be analyzed
 preliminary list of tasks performed on the job is developed: by interviewing and observing employees and managers as well as
talking with others who have performed a task analysis.
 preliminary list of tasks is validated: by asking a group of SME’s to know
 How frequently the task is performed?
 How much time is spent performing the task?
 How important or critical the task is for successful job performance?
 How difficult the task is to master?
 Whether performance on the task is required of entry-level employees?

 The knowledge, skills and abilities required for each task are identified: via interviews or questionnaires
Training content and prerequisites can then be determined.
THANK YOU

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