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Training need analysis

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Training need analysis

  1. 1. TRAINING NEED ANALYSIS SABARI SURYA
  2. 2. WHAT IS TNA? A training needs analysis is a systematic approach for determining what training needs to take place.
  3. 3. STAGES Training need analysis is conducted at three stages: 1. Organisational Analysis 2. Job Analysis 3. Individual Analysis
  4. 4. 1. Organisational Analysis It is aimed at short listing the focus areas for training within the organisation and the factors that may affect the same. It studies : 1. Mission and Strategies 2. Resources 3. Internal Environment Eg) IBM and Motorola
  5. 5. Techniques for collecting data At organisational level: - Personnel and skill inventories - Organisational climate and efficiency indices - Management requests - Exit interviews - Management by Objectives (MBO)
  6. 6. 2. JOB ANALYSIS - It is an objective assessment of wherein both the worker oriented approach as well as the task oriented approach is taken into consideration. - The former approach identifies key behaviours and the latter identifies the activities to be performed. - The former is useful in deciding the intervention and the latter in content development and program evaluation.
  7. 7. 3. INDIVIDUAL ANALYSIS - It is concerned with who in the organisation needs the training and in which particular area. - Here performance is taken out from the performance appraisal data and the same is compared with the standard of performance. Individual analysis is also conducted through: - Questionnaires - 360 feedback - Personal interviews
  8. 8. TNA FRAMEWORK Performance Gap Organizational Analysis Operational Analysis Person Analysis Identify performance discrepancy and its causes Training Needs Non-Training Needs
  9. 9. TYPES OF TNA
  10. 10. • Training methods can range from: – On the job training (OJT) – Mentoring and coaching; – Classroom / lecture – Web-based / e-learning – Reading / books – Conferences – Academic programs
  11. 11. Collecting information for TNA • Surveys • Focus groups • Individual interviews • Discussions with relevant bodies (trade associations, Chambers of Commerce, universities, unemployment services) • Variance analysis
  12. 12. Why do we need training? • Having the knowledge and right skills to be able to do their work effectively and competently. • Training may be needed when there is a gap between the desired performance, and the current performance, and the reason for that gap is lack of skill or knowledge. • Training may only be able to resolve part of the problem. Thus we need to analyze the problem and find out whether training will be able to resolve it. • If training is necessary, we also need to define the objective of the training and how it will help the member(s) become more effective.
  13. 13. • 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?
  14. 14. Why Conduct a Training Needs Analysis? • Effective training programs correctly identify and address the training needs. • Training may be incorrectly used as a solution to a performance problem • Need to determine what or who needs to be trained. • Training programs may have the wrong content, objectives or methods
  15. 15. Key steps in conducting effective Training need analysis • Prepare thoroughly • Follow a structured methodology • Link training needs with the objectives of the network • Gain commitment from members to participate in the TNA • Communicate with all those involved • Ensure you have the skills to conduct the TNA (analytical and communication) • Collate the results gathered
  16. 16. Five Steps of Training Needs Assessment
  17. 17. Cause Solution • If skill or knowledge……….training • If lack feedback……………..feedback, standards • If not motivated…………….rewards, consequences • If unclear expectations…..std, measure, discuss • If job environment…………change environment • If potential……………………change personnel
  18. 18. What to avoid? • Making snap assumptions about performance problems • organising training without first establishing a need • taking a one size fits all approach.

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