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RUSSEL DEL ROSARIO ROMERO
Training Needs
Analysis (TNA)
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Learning Outcomes
Define a Training Needs Analysis (TNA).
Explain the significance of a TNA.
Describe the process for carrying out a TNA.
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The Training Process
Identify the
Need
Identify the
Need
Evaluate the
Training
Evaluate the
Training
Plan the
Training
Plan the
Training
Deliver the
Training
Deliver the
Training
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What is a TNA?
A TNA is the method of determining if a training
need exists and if it does, what training is
required to fill the gap. This is achieved by
collecting both qualitative and
quantitative data for analysis.
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TRAINING NEEDS ANALYSIS
Scrutiny of the training, learning and development needs of the employees. It considers the KSA’s and how to develop them and support the individual’s career progression.
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TRAINING NEEDS ASSESSMENT
A process by which we can determine what sort of KSA of employees that can be accomplished via some sort learning / training means.
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A training needs exists when there is a gap between what is required of an employee to perform their work competently and what
they actually know.
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Significance of a TNA
Training may be incorrectly used as a solution to a performance problem.Training program may have the wrong content, objectives or methods.Trainees may be sent to training programs for which they do not have the basic skills or confidence needed to learn.
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Significance of a TNA
Learning can be directly related to organizational objectives.Learning can be targeted at specific requirements.Learning needs can be identified and prioritized. Learning can be tailored to requirements.
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What Triggers TNA?
AP< EP = PG
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STARTING POINTS FOR A TNAComplaints from staff, customers/clientsPoor quality workFrequent errorsLarge staff turnoverDeadlines not being metConflict amongst staffNew equipment systems
Indicators Indicators of aof aneedneed
Indicators Indicators of aof aneedneed
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TNA INPUT
Analysis of the environment, strategies and resources to determine where to emphasize training.
ORGANIZATIONAL ANALYSIS
Mission and StrategiesResourcesInternal Environment
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TNA INPUT
Analysis of performance, knowledge and skills in order to determine who needs training.
PERSON ANALYSIS
Define the JobDetermine where to collect informationIdentify the method to useGather and analyze data
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THREE ELEMENTS OF TNA
Analysis of the activities to be performed in order to determine needed competencies.
Performance AppraisalsSelf-ratingsTests
TASK / JOB ANALYSIS
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TNA FRAMEWORK
Performance Gap
Organizational
Analysis
Task / JobAnalysis
PersonAnalysis
Identify performance discrepancy
and its causes
Training Needs
Non-TrainingNeeds
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Needs Assessment Techniques
• Generates data relevant to work environment
• Minimizes interruption of work
• Needs skilled observer
• Employee’s behavior may be by being observed
OBSERVATION
PROS CONS
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Needs Assessment Techniques
• Inexpensive• Can collect data from a
large number of persons• Data easily summarized
• Requires time• Possible low return
rates, inappropriate responses
• Lack details
QUESTIONNAIRES
PROS CONS
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Needs Assessment Techniques
• Good at uncovering details of training needs as well as causes of and solutions to problems
• Can explore unanticipated issues that come up
• Time consuming• Difficult to analyze• Needs skilled
interviewer• Difficult to
schedule
INTERVIEWS
PROS CONS
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Needs Assessment Techniques
• Useful with complex or controversial issues that one person may be unable or unwilling to explore.
• Questions can be modified to explore unanticipated issues.
• Time-consuming to organize.
• Group members only provide information they think you want to hear
FOCUS GROUPS
PROS CONS
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Needs Assessment Techniques
• Good source of information on procedure
• Objective• Good source of task
information for new jobs in the process of being created.
• You may be unable to understand technical language
• Materials may be obsolete
DOCUMENTATION
PROS CONS
What Caused the Gaps?
Performance Gap
KSADeficienc
y
Reward/ Punishment
Incongruence
Inadequate
Feedback
Obstacles in the
System
TNA Output
Performance gaps that resulted from the lack of KSAs and which training is necessary.
Training Needs
TNA Output
Reward/Punishment IncongruenciesInadequate FeedbackObstacle in the System
Non-Training Needs (without KSA Deficiency)
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How to do a TNA - Process1. Document the problem1. Document the problem
2. investigate the problem2. investigate the problem
3. Plan the needs analysis3. Plan the needs analysis
4. Select the technique4. Select the technique
5. Conduct the analysis5. Conduct the analysis
6. Analyse the data6. Analyse the data
7. Report the findings7. Report the findings
77stepssteps
77stepssteps
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Report the findingsTitle pageExecutive summaryTable of contentsIntroductionRecommendationTraining PlanData collection and analysis methodsCost analysis, proposed costs of recommended solutions
