The identification of training needs has been done by keeping the individual and organization as the base point, in this second part of the slide of lesson “Training Needs Analysis” brought to you by Welingkar’s Distance Learning Division, explained is the Analysis of Training, its needs individually, inside a group etc. For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/effectivehrtrainingslides Join us on Facebook: http://www.facebook.com/welearnindia Read our latest blog at: http://welearnindia.wordpress.com Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP

1. Welingkar’s Distance Learning Division
CHAPTER-02
Training Needs Analysis
We Learn – A Continuous Learning Forum

2. Welingkar’s Distance Learning Division
Why Analyze Training Needs
The identification of training needs has been done by
keeping the individual and organization as the base point.
Training needs is what an individual has, a group has, must
be met immediately and can be met in future. Training
Needs call for formal training activities, on the job
instruction and off the job instruction those which
organization can meet internally and through outside
resources and those that individual can meet in concert with
others and by himself.
Contd…
We Learn – A Continuous Learning Forum

3. Welingkar’s Distance Learning Division
Whatever enterprise, it’s success depends to a very
large extent on development of personnel in
management. It is therefore essential to see that
training needs are made of personnel in management.
It is therefore essential to see that training needs are
made as rational and scientific as basis as possible.
There are four approaches for the identification of
training needs, these are organizational development
approach, welfare approach, administrative approach
and political approach.
Contd…
We Learn – A Continuous Learning Forum

4. Welingkar’s Distance Learning Division
Systematic training can involve ten steps:
1. Identification of training needs.
2. Examination of the occupation chooses as priority.
3. Analysis of the occupation.
4. Specification
5. Selection and appraisal of the people to be trained
Contd…
We Learn – A Continuous Learning Forum

5. Welingkar’s Distance Learning Division
6. Setting up of training
7. Objectives
8. Drawing up a syllabus
9. Planning up the training programme and
implementation of the programme
10. Checking the training and following up the training.
We Learn – A Continuous Learning Forum

6. Welingkar’s Distance Learning Division
It is necessary to analyze the specific knowledge
and skill requirements in order to choose
appropriate methods that will meet them. The
new starter requires an individual plan showing
the sequence of training, who the trainer will be
and how the training will be delivered. Training
costs money but does not add value to the
organization because the people are not being
developed in the best way.
Contd…
We Learn – A Continuous Learning Forum

7. Welingkar’s Distance Learning Division
TRAINING NEEDS
Many training needs are not so obvious. There are
people who are doing their jobs for a long time and are
competent in it. By analyzing their performance you
could identify aspects that could be improved or find
potential that it is not being used to the full.
When new systems or methods of working are
introduced analyzing the changes of the new methods
and systems will mean to the jobs people do, it will be
difficult to prepare your workplace to adapt to new
knowledge and skill requirements.
We Learn – A Continuous Learning Forum

8. Welingkar’s Distance Learning Division
PLANNING, TRAINING AND DEVELOPMENT
Emphasis is placed these days on organizations
going through a strategic planning phase,
developing business plans and forecasts to set
targets for their future growth. By analyzing the
current capabilities of people, it is much easier
to predict and overcome the potential barriers to
achieving the targets set.
We Learn – A Continuous Learning Forum

9. Welingkar’s Distance Learning Division
Training and development is an investment, it is
important to treat it as seriously as investment
made such as machinery, new technology or
premises.
By examining individual as well as overall aspects
of the organization, effective decisions can be
made.
We Learn – A Continuous Learning Forum

10. Welingkar’s Distance Learning Division
The benefits to Trainer and organization are:
1. Investment in training and development will
have a focus and direction.
2. Priority training needs throughout the
organization will become apparent.
3. Appropriate methods for meeting for meeting
these needs will be identified.
4. Training will be systematic and planned but
flexible to deal with adhoc request.
Contd…
We Learn – A Continuous Learning Forum

11. Welingkar’s Distance Learning Division
5. The benefits of training will be measured against
the initial costs.
6. The contribution training makes to organizational
growth and success will be recognized.
The consequences of not carrying out a detailed
analysis of training needs are the negatives of the
above benefits. The people who pay the price are
the employees who, without the right training can
be the biggest liability and those trained can
become biggest asset to the organization.
We Learn – A Continuous Learning Forum

12. Welingkar’s Distance Learning Division
Starting Training Analysis
Before you begin your analysis ask yourself:
• What is the role of the trainer?
• What do other people expect of trainer?
• Does the organization know what training needs
analysis is about?
• What type of training has this organization carried
out in the past?
• What is the dominant style of managing people
here?
We Learn – A Continuous Learning Forum

13. Welingkar’s Distance Learning Division
Role of the Trainer
Skill analysis
• Identifying gaps in knowledge and skills.
Situational Analysis
• Identifying process and behavioral issues.
Organizational analysis
• Identifying problems of organizational
development.
We Learn – A Continuous Learning Forum

14. Welingkar’s Distance Learning Division
What do other people expect of trainer
Is the trainer expected to be an expert with all the
answers?
If the response is “yes” then this could impact on
how readily others are willing to accept your idea
and solutions and how much responsibility and
ownership others take for making your solutions
work---you could become the “scapegoat” if things
don’t go plan.
Contd…
We Learn – A Continuous Learning Forum

15. Welingkar’s Distance Learning Division
Do others see trainer as a facilitator?
If the trainer answer is “yes” then this could have a
positive impact on creating an environment of
collaboration, others becoming involved throughout
the training needs analysis process so that
responsibility, ownership and commitment are
shared. Perhaps trainer have to work on influencing
relationships so that you can create this
environment of collaboration.
We Learn – A Continuous Learning Forum

16. Welingkar’s Distance Learning Division
What type of training has this organization
carried out in the past?
One has to take a critical look at whether training
initiatives are linked to business plan, this may affect
the level of support in terms of finance and time one
can expect for training. One has to see the type of
training received and who has trained. These
considerations will help one to work out a strategy for
implementing training needs analysis in a systematic
way and for suggesting alternative solutions for
identified needs.
We Learn – A Continuous Learning Forum

17. Welingkar’s Distance Learning Division
Identification Of Training Needs
A training need is the gap between the expected and
the existing knowledge, skills and attitudes. It exists in
all levels of the organization. Management training is
the systematic and continuous development of
knowledge, skills and attitudes which is beneficial to
both the organization and the individual in achieving
the objectives of the organization. It is raising
managerial ability in order to improve the effectiveness
of management action.
Contd…
We Learn – A Continuous Learning Forum

18. Welingkar’s Distance Learning Division
Training is a means of reducing obsolescence among the
employees and to keep pace with technological and
social changes which are rapidly taking place.
Training, of the available human resources within the
organization ensures a pool of manpower of the
required levels of expertise of the right time. Firstly
consider the attention and planning given by the
average organization to the provision of
materials, machinery and equipment. Then compare
the commitment to the third, essential factor in the
production cycle–manpower. Contd…
We Learn – A Continuous Learning Forum

19. Welingkar’s Distance Learning Division
In many industries it is expected that the right sort of
the staff should be available in a labour crisis and when
that does not happen the training department is
blamed. This is because of the traditional view of
training and trainers. Trainers are seen as expense.
Training has tended to follow behind other
management activities specially in the planning phase.
The traditional attitudes can be changed by convincing
the top management that training is essentially a
principal management function. Another remedy is for
the trainers to become more professional. Contd…
We Learn – A Continuous Learning Forum

20. Welingkar’s Distance Learning Division
The image of training in the enterprise is often based on
conceptions of cost effectiveness. Many see training as
a budget-balancing exercise. The main reason for
unsatisfactory performance of PEs is lack of training of
the management cadre in both general and functional
areas of work sphere like operations, finance, marketing
and production. Training has to be basically conceived
as a function of human resources development. Training
guarantees the success of the enterprise personnel and
ensures continuous supply of new/ additional trained
personnel.
We Learn – A Continuous Learning Forum

21. Welingkar’s Distance Learning Division
Persons requiring Training
There are three main areas in which people display gaps in
their performance i.e. when they are not meeting job
requirements. These are:
A. When their performance in their present position does
not match with the required standards-this could well be
no fault of their own, e.g., new starters.
B. When the requirement of the job change due to
changing environment.
C. When the present job ceases to exist, job holder
changes job and creating “gaps” in new jobs.
We Learn – A Continuous Learning Forum

22. Welingkar’s Distance Learning Division
Training needs analysis
A training needs analysis is basically a data-
gathering process used to identify and compare an
organization’s actual level of performance to the
projected level of performance. The discrepancy will
identify the immediate and long-range training
need. The “performance” can be interpreted to new
managerial skills or technical skills required to do a
job.
Contd…
We Learn – A Continuous Learning Forum

23. Welingkar’s Distance Learning Division
The first stage in any data gathering process is to
determine what questions need to be answered.
A training need analysis varies in size and scope
according to how many different purposes it
serves. Often the training needs analyses is
limited in scope. Effective management of
training requires a training needs analysis with
combination of size and scope.
Contd…
We Learn – A Continuous Learning Forum

24. Welingkar’s Distance Learning Division
Management training has to :
• Ensure development of adequate number of all-rounder's
• Professionalize the skills of existing generalists.
• Be oriented to achieving the objectives of the enterprise.
• Be designed with the view to identify the critical problems.
• Sharpen the employee processional and technical skill.
• Bring about changes in the employees attitudes.
Contd…
We Learn – A Continuous Learning Forum

25. Welingkar’s Distance Learning Division
• Expose the managerial personnel to modern
management techniques and practice.
• Ensure continuous availability of trained power.
• Prepare employees at middle and lower levels for
higher assignments.
• Facilitate improvement of skill and knowledge
among workers Contd…
We Learn – A Continuous Learning Forum

26. Welingkar’s Distance Learning Division
• Improve employee effectiveness to handle
various operations.
• Increase level of production and securing
reasonable returns on investment, keeping in
view the larger interests of public.
We Learn – A Continuous Learning Forum

27. Welingkar’s Distance Learning Division
Junior-Level Managers
The supervisory managers are responsible for
the day-to-day operations of the enterprises and
getting things done from the subordinates.
Training develops a understanding of :
• The rationale and role of public enterprises
and commitment to goals
Contd…
We Learn – A Continuous Learning Forum

28. Welingkar’s Distance Learning Division
• Basic management concepts, techniques of
leadership and basics of decision making.
• Tools and techniques relevant to their
functional areas.
• Organizational problems and ways to solve it.
We Learn – A Continuous Learning Forum

29. Welingkar’s Distance Learning Division
Middle –Level managers:
They constitute the back bone in any industrial
undertaking. They must be taught:
• To understand the role of public enterprise in
the context of national development strategy.
Contd…
We Learn – A Continuous Learning Forum

30. Welingkar’s Distance Learning Division
• To understand management concepts, tools
and techniques specially those related to
conflict resolution.
• To acquire specialized skills in functional areas
of management like finance, marketing etc.
We Learn – A Continuous Learning Forum

31. Welingkar’s Distance Learning Division
• To know the techniques of corporate planning
project management and understand inter-
personal and inter-organizational relationships.
• To acquire skills of problem solving,
communications etc.
• To understand the current problems of the
enterprise and abilities to solve them.
• To develop an awareness of innovation which are
to be applied to functional areas.
Contd….
We Learn – A Continuous Learning Forum

32. Welingkar’s Distance Learning Division
Senior/ Top-Level Managers
• They are concerned with the total working of the
organization and its future. They design and
implement policies. The objective of training for
then should be:
• Develop leadership skills, understand problems
concerning linkages within and outside the
enterprise and participate in their solution.
Contd…
We Learn – A Continuous Learning Forum

33. Welingkar’s Distance Learning Division
• Develop deep knowledge of government and
business affairs both in national and
international context.
• Understanding of concepts, tools etc in areas
of enterprise planning and design, control,
coordination etc.
We Learn – A Continuous Learning Forum

34. Welingkar’s Distance Learning Division
• Develop an awareness of latest decision-making
techniques and current developments in organizational
change and management.
• Programmes for training the technical personnel abroad
require approval of the Government. The management
of public sector undertaking are required to ensure that
foreign training is restricted to specialized subjects only
for which requisite knowledge is not available in the
country. Large scale public enterprises have established
their own technical training institutes for providing
training to their staff.
Contd…
We Learn – A Continuous Learning Forum

35. Welingkar’s Distance Learning Division
Steps to conducting A Need Assessment
Step 1. Perform a “gap” Analysis.
This is to check the actual performance of an
institute and the people against existing
standards or to set new standards. This had two
parts.
Contd…
We Learn – A Continuous Learning Forum

36. Welingkar’s Distance Learning Division
Current Situation of the Institute
To determine the current state if skills,
knowledge and abilities of the current and future
employees. This involves analysis of the
institutes goals, climate and internal and
external constraints. Upgradation is necessary
for the organization to move ahead. This gap of
what is and what should be has to be bridged.
We Learn – A Continuous Learning Forum

37. Welingkar’s Distance Learning Division
Desired or Necessary Situation
This analysis focuses on the necessary job tasks/
standards, as well as the skills, knowledge and
abilities needed to accomplish these successfully.
Actual needs should be distinguished from
perceived needs, the wants are: Excellence in
teaching, training and research to be attained.
Contd…
We Learn – A Continuous Learning Forum

38. Welingkar’s Distance Learning Division
• Publishing research reports in national and
international journals
• Exposure to world-class B-schools through
exchange programme.
• Contacts and maintaining relationships with
the industrial world.
We Learn – A Continuous Learning Forum

39. Welingkar’s Distance Learning Division
Step 2. Identify Priorities and Importance
The first produces a large list of needs for
training and development, career
development, organization development. Energy
should be devoted to addressing human
performance problems with greater impact and
greater value.
Contd…
We Learn – A Continuous Learning Forum

40. Welingkar’s Distance Learning Division
Step 3. Identify Causes of Performance
Problems and or Opportunities.
Research should be given attention. Building and
maintaining relations with the industry is
important.
An exchange programme with the world-class B
schools is important.
We Learn – A Continuous Learning Forum

41. Welingkar’s Distance Learning Division
Step 4. Identify Possible Solutions and
Growth Opportunities
Faculty should be encouraged to take up research
activity more rigorously. Contemporary skills and
methods should be taught with live examples for
building effective public relationships. State of the art
software should be provided that helps in conducting
research of international standards. Educational
exchange programs enhance faculty skills and improve
contemporary knowledge in the management
education.
We Learn – A Continuous Learning Forum