a practical approach in identifying training need

1. Training Need Analysis
Hj Arriffin Mansor

2. Training Need Analysis
A practical approach

3. A Dual TNA
ORGANISATIONAL ANALYSIS INDIVIDUAL ANALYSIS
Performance Competency Profile
Statement Analysis of key job holders
Benchmarkings Competency Gaps
Real performance Training Delivery
Gaps Alternatives
Key Result Areas Justifying Training
Critical
Evaluate Training
Performance Gaps

4. Extra Targeted
Corporate
Goals
Critical
Evaluate
Performance
Training
Gaps
Training
Need
Justifying
Training Analysis Critical Job
Delivery Holders
Alternatives
Draw
competencies Competency
through Task Gap Analysis
Analysis
Performance Based TNA 4

5. Competency gaps from past performance
Critical Competency
Training Needs
•Financial Peformance Gaps •ROE Chart profiles •Industry
Statements •Compare against •BSC Perspectives Standards •Confirm with
Industry task analysis
STandards •Survey
past
Key Job Holders Competency gaps
performance

6. Stage One : Establish Organisational support and
business direction
1. Ask and analyse 3 years Financial Statements based on
industry standards
2. Identify weak performance areas using Du Pont Ratio
Analysis
3. ‘Project Parameters’ : rationale of approach(es), time
needed, numbers of people involved, admin. (& other)
support needed.
– Establish Committee on performance
• Benchmarkings
• Accepted KPIs
– Establish performance standards
– Identify weak performers through KPI
Performance Based TNA 6

7. New learning for new targeted
performance
New Targeted BSC
Bus Plans
Performance Perspectives
Competency New
Best Practices
Gaps Learnings
Training
Needs

8. Critical Performance Gaps
Industrial ROE
ROE Chart Chart – Industry
Actuals Standards

9. Performance Gaps
Past Performance
New Targeted
Goals

10. Stage Two : Organisational Performance Gap Analysis
1. Central Issue = ‘how well is the organisation doing?’
2. N.B. Organisation does not have to be underperforming
to need development
3. Importance of the ‘transfer’ climate : system-wide factors
that may support/undermine training
4. Goldstein (1993) : 4 stages of Organisational Analysis
– Specify training goals (3 types)
– Determine training climate
– Identify legal constraints (vertical and horizontal)
– Determine resources available
Performance Based TNA 10

11. How to identify competency gaps
Past
Performance
New Targetd Competency
Performance
Gaps
Industry
Standards

12. How to identify training needs
Identify key job holders
Conduct Competency Profile
Competency Gaps
Industry Best Practices

13. Key Job Holders
Training
Needs
Competency
Gaps
Performance
Gaps

14. Stage Three : Team and Individual Performance Analysis
1. determine teams to be assessed
2. Narrow to key job holders
3. identify how needs assessment data best collected
– interviews, observations, surveys, tests, records, SME’s, focus
groups, work samples, etc.
4. determine who is going to provide necessary info
– Benchmarks internally and externally.
5. ascertain key points of contact and their responsibilities
6. anticipate problems and difficulties
7. develop a TNA protocol
Performance Based TNA 14

15. 3 ways to identify competency gaps
TASK ANALYSIS
Competency
BEST PRACTICES Gaps
BSC
PERSPECTIVES

16. Stage Four : Individual Job & Task Analysis
• Job and function analysis
• Duty Analysis
• Best Practices
• Task Analysis for TNA should provide
• a job specification (KSA’s/competencies required).
• Training spec. derived from difference between employees’ current
and ideal levels
• Reid & Barrington (1997) : 3 main TNA TA approaches (task
identification & task element analysis)
– Comprehensive Approach
– Key Task Analysis
– Problem-Centred Approach
• Task fidelity (physical and psychological)
– e.g. stages and ‘key points analysis’, manual skills analysis, job
learning analysis, faults analysis, benchmarking, Critical Incidents
Technique.
Performance Based TNA 16

17. 3 4
2 5
6 step
1 TNA 6

18. Detailed
Job Holders
performance
competency
and job
profile
analysis
Critical Competency
Performance Gap
Gaps identified
Best Practices
Training Specific
in the
industry
need training
solutions
analysis

19. Key Performance Key Performance
areas Indicators
Measure
performance due
ROE chart
Best to competency
improvement
practices
in the
Industry

20. Stage Five : Person and job Analysis
• Who in the organisation needs training
– Confine to critical performance gaps only
– Critical job holders
• What kind of training is needed
– Competency gaps identified
• KSA deficits - must have suitable performance criteria
– performance evaluation
– Key Performance indicators
– 360-feedback ratings
– KSA’s of new recruits
– Development Centre ratings
– self-assessments
Performance Based TNA 20

21. TNA
Training Performance
Evaluation Gaps
Alternative
Poor
Training
Performers
Solutions
Competency
Gaps

22. Training Need Analysis
Training Performance Performance gaps identified
Evaluation Gaps
through ROE Chart
Using KPIs to measure
Alternative performers
Poor
Training
Performers
Solutions
Competency
Benchmarking for best
Gaps practices

23. Identify key job holders
Competency
Profile
Competency
Gaps
Industry
Best
Practices

24. Training Evaluation
Outcome Trainee’s
based Reaction
Output Learning
based perception
Skill or
competency
based

25. ROI for Training effectiveness
Calculate Pre-
the ROI training
training data
Tabulate KPI of
the cost of existing
training Input output graph as a activities
measure of training
Isolate the Post
effect of training
volume Data
KPI of
change

26. TNA summary steps
1. Identify weak KPAs by comparing outputs
against standards using the Du Pont format.
2. Detailed analyis of the performance gaps by
input output analysis and variance analysis
3. Analyse performance gaps and translate into
competency gaps.
4. Identify training needs
5. Justify training through ROI
6. Evaluate Training
Performance Based TNA 26

27. TNA should lead towards
Organsational Performance Improvement
The End