Training
Needs
Analysis
(TNA)
RUSSEL DEL ROSARIO
ROMERO
Learning Outcomes
Define a Training Needs Analysis (TNA).
Explain the significance of a TNA.
Describe the process for carrying out a
TNA.
2
The Training Process
Identify
Identify
the
the
Need
Need
Evaluate
Evaluate Plan
Plan
the
the the
the
Training
Training Training
Training
Deliver
Deliver
the
the
Training
Training
3
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.
4
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.
5
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.
6
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.
7
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.
8
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 = P
G
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STARTING POINTS FOR A TNA
Complaints from staff, customers/clients
Poor quality work
Frequent errors
Large staff turnover Indicators
Indicators
of
of aa
Deadlines not being met need
need
Conflict amongst staff
New equipment systems
11
TNA INPUT
ORGANIZATIONAL ANALYSIS
Analysis of the environment,
strategies and resources to
determine where to emphasize
training.
Mission and Strategies
Resources
Internal Environment
12
TNA INPUT
PERSON ANALYSIS
Analysis of performance,
knowledge and skills in order
to determine who needs
training.
Define the Job
Determine where to collect information
Identify the method to use
Gather and analyze data
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THREE ELEMENTS OF TNA
TASK / JOB ANALYSIS
Analysis of the activities to be
performed in order to determine
needed competencies.
Performance Appraisals
Self-ratings
Tests
14
TNA FRAMEWORK
Organizational
Analysis
Training
Identify Needs
Performanc
Task / Job performance
e
Analysis discrepancy
Gap
and its causes Non-Training
Needs
Person
Analysis
15
Needs Assessment Techniques
OBSERVATION
PROS CONS
• Generates data relevant • Needs skilled
to work environment observer
• Minimizes interruption of • Employee’s behavior
work may be by being
observed
16
Needs Assessment Techniques
QUESTIONNAIRE
S
PROS CONS
• Inexpensive • Requires time
• Can collect data from a • Possible low return
large number of persons rates, inappropriate
• Data easily summarized responses
• Lack details
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Needs Assessment Techniques
INTERVIEWS
PROS CONS
• Good at uncovering • Time consuming
details of training needs • Difficult to analyze
as well as causes of and • Needs skilled
solutions to problems interviewer
• Can explore
• Difficult to schedule
unanticipated issues that
come up
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Needs Assessment Techniques
FOCUS GROUPS
PROS CONS
• Useful with complex or • Time-consuming to
controversial issues that organize.
one person may be • Group members only
unable or unwilling to provide information
explore. they think you want
• Questions can be to hear
modified to explore
unanticipated issues.
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Needs Assessment Techniques
DOCUMENTATIO
N
PROS CONS
• Good source of • You may be unable
information on to understand
procedure technical language
• Objective • Materials may be
• Good source of task obsolete
information for new
jobs in the process of
being created.
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What Caused the Gaps?
Performance Gap
Reward/
KSA Inadequate Obstacles in
Punishment
Deficiency Incongruence Feedback the System
TNA Output
Training Needs
Performance gaps that resulted from the
lack of KSAs and which training is
necessary.
TNA Output
Non-Training Needs (without KSA
Deficiency)
Reward/Punishment Incongruencies
Inadequate Feedback
Obstacle in the System
How to do a TNA - Process
1. Document
1. Documentthe
theproblem
problem
77
2. investigate
2. investigatethe
the problem
problem steps
steps
3.Plan
3. Planthe
theneeds
needsanalysis
analysis
4.Select
4. Selectthe
thetechnique
technique
5.Conduct
5. Conduct the
theanalysis
analysis
6.Analyse
6. Analysethe
thedata
data
7.Report
7. Reportthe
thefindings
findings
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Report the findings
Title page
Executive summary
Table of contents
Introduction
Recommendation
Training Plan
Data collection and analysis methods
Cost analysis, proposed costs of
recommended solutions
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