TRAINING
NEED ANALYSIS
The bigger picture
Organisational performance
Employee performance
Employee Skills, Knowledge and Attitudes
Employee education, experience and training
Training??
Training helps to
Existing bridge the gap
Required
• Skills TNA is a tool to • Skills
• Knowledge identify the gap • Knowledge
• Attitudes • Attitudes
TNA in essence…
1 Start with future organisational goals and challenges
2 Assess required employee performance to meet the goals and challenges
3 Assess required employee Skills, Knowledge and Attitudes to deliver the performance
4 Identify employee training needs to bridge the gap
Needs Assessment Definition
A needs assessment is the process of
identifying performance requirements
and the "gap" between what
performance is required and what
presently exists.
Instructional Design Process
ANALYZE DESIGN
DEVELOP IMPLEMENT
EVALUATE
Analysis Input
Organizational analysis
Objectives, Resources Process
Environment
TRIGGER
(AOP)< (EOP)
Operational analysis Identify Performance
Expected Performance (EP) Discrepancy (PD)
PD= EP-AP
And
Causes of PD
Person analysis
Actual Performance (AP)
Training needs Nontraining needs
Output
Step 1: Define the problem
Describe Discrepancy
DESIRED PERFORMANCE (Optimals)
- ACTUAL PERFORMANCE (Actuals)
= POSSIBLE TRAINING NEED
Step 2: Is it important?
Why is it important?
What if you did nothing?
How big is it? (Quantify if
possible)
“Is the cost of the discrepancy high
enough that it seems worth
pursuing a solution?”
If the answer is no…..
IGNORE
REJOICE
Step 3: Determine Cause(s)
Is it a problem of skill
or
a problem of will?
I don’t
I don’t
wanna!
wanna! I don’t know
how.
If a skill deficiency..
Provide training
Provide practice
Provide feedback
Simplify the task
Develop a job aid
OJT
Transfer
Terminate
Yes, it is a problem of will...
Reward/ Change
Performance
incongruence? contingencies
And other question...
Inadequate Provide proper
feedback or feedback/Remove
Obstacles? Obstacles
To solve a performance issue
Training may not be the answer
Training may not be the only answer
If training is the answer….
Formal training
Self study
Technology based
Job related/workplace
approaches
Some questions for TNA
WHY ?
WHEN ?
WHERE to look for performance
discrepancies?
Framework for TNA
Input
Organizational Analysis
Operational Analysis
Person Analysis
Process
Determining the nature of PD and its causes.
Output
Provides us training / training needs.
Organizational Analysis
Provide information about:
Mission & strategies of an organization
Resources & their allocation, given the objectives
Capital Resources
Human Resources
Organizational environment: Internal factors that
may be causing problems
Impact of the preceding factors on developing,
providing & transferring the KSAa to the job if
training is the chosen solution to the PD; where to
collect data – to identify the causes of PD
Operational Analysis
Determines exactly what is required of
employees in order for them to be effective:
KSAs required to meet expectations.
Characteristics of task environment (work flow,
ergonomics, etc) to be able to meet expectations.
Incumbents & supervisors are questioned.
WHAT TO ASK? WHOM TO ASK?
Mission, Goals & Objectives Top Management
-Is there any general understanding of the Department Managers
above? Incumbents
Social Influences Top Management
Feeling about meeting goals? Department Managers
Social pressure for achieving goals? Incumbents
Reward System Top Management
Department Managers
Incumbents
Job Design Supervisors
Incumbents
Job Performance Supervisors
Incumbents
Methods & Practices Department Managers
Supervisors
Incumbents
Job Analysis
What is the Job?
Where to collect data?
Whom to ask?
Incumbents
Supervisors
Who should select incumbents? How many to
ask?
How to select?
What to ask about?
Job Analysis Techniques
Worker oriented approach
Task oriented approach
e.g., job-duty task method
Rate KSAs as “Importance to this job” as:
Doesn't apply / Minor / Low / Average / High /
Extreme &
Its “Importance at the time of hire”.
JOB TASK–ORIENTED WORKER–ORIENTED
APPROACH APPROACH
Garage Checks tire pressure Obtain information from
Attendant visual displays
Machinist Checks thickness of Use of a measuring device
crankshaft
Dentist Drills out decay from Use of precision
teeth instruments
Forklift Loads pallets of High level of eye-hand
Driver washers onto trucks coordination
Job analysis when no incumbents are
present
Contact the manufacturer & ask if that / similar
equipment was used elsewhere.
Obtain specifications & operating manuals for the new
equipments.
Interview engineers responsible for designing the new
equipment.
Obtain blueprints & layouts of the physical equipment as
well as flowcharts of the operating software.
Identify two main tasks as per Task & Worker oriented
approach.
Job Analysis indicate expected
performance
Gives a list of tasks & KSAs required to
perform the job.
Task information is used to:
Identifying the expected behavior
Developing actual training programs
Evaluations of the training
Task information leads to identification of
KSAs
Competency Modeling
Develop key competencies required for the job.
Competency (U.S) is a cluster of related KSAs that
differentiate “high” performers from average performers.
Competency (U.K, Aus.) is what someone needs to be
doing to be competent at their job.
More generic in nature.
Longer-term fit.
Include KSAs + feelings & motivation.
Tie into corporate goals.
Advantages
Training based on task analysis can be dated
quickly as work undergoes dynamic changes.
Nature of work is changing & employees are
expected to involve in decision making &
customer satisfaction.
Corporate downsizing is changing tightly defined
jobs to a more flexible work design.
Competencies help HRD focus its training.
How is it done?
Meet upper management
Determine strategies/goals specific challenges or specific focus.
Generate some tentative competencies.
Identify specific jobs.
Meet high performers from those jobs and their supervisors to:
Determine critical incidents that distinguishes “high performers”.
Focus on the aspects that tie into the strategic direction of the company.
Formulate some tentative competencies.
Determine the competencies that overlap with upper management
competencies.
Verify the preceding information with another group pf high
performers and their supervisors.
Link this information to job analysis information obtained from the
job to articulate specific KSAs that make up the competency.
Person Analysis
Methodology to identify those incumbents
who don’t meet the performance requirements
(PD = EP – AP)
In the proactive analysis, EP is what is needed
in the future and AP is the current
performance level.
Where to collect data from?
Performance Appraisal
Supervisor Ratings
Self Ratings
360 Degree Performance Review
Performance Data
Used to judge likelihood of Deficiency being a KSA issue:
Low Distinctiveness High Distinctiveness
(in many areas) (in one area)
High Consensus Unsure Low
(with many people)
Low Consensus High Unsure
(with less people)
contd..
Proficiency Tests
Cognitive Tests:
Measure levels of knowledge
Paper & pencil Test in groups.
Behavioral Tests:
Determine needs related to skills required on the job.
Incorporate work samples.
Assessment Centers.
Surveys:
To judge attitude.
Gathering TNA Data
Final Thoughts
For conceptual understanding, divide the TNA into 3
distinct factors:
1. Organization
2. Operation
3. Person
For the TNA to be effective, ensure that the organization:
Allows developmental appraisals.
Allows self – appraisal.
Places high value on developing subordinates.
Provide opportunities for training & mentoring.
Outcomes of TNA
Identification of PDs.
Identification of their causes.
Deciding whether they are important enough to
be fixed up.
-----------------------------------------------------------
Training Needs
-PDs that are due to lack of KSAs & for which training is a
solution.
Non-Training Needs
Non Training Needs
Where training is not the best solution.
No KSA Deficiency. Caused by:
Reward / punishment
Inappropriate / inadequate feedback
Obstacles in the system
KSA Deficiency. Solutions could be:
Job Aids
Practice
Changing the job
Approaches to TNA
Proactive TNA
Focuses on future HR requirements.
Prepare for future promotions/transfers.
Prepare for changes in the current job.
e.g., Succession Planning
Reactive TNA (Repair Act)
Begins with existing PD.
Focus mainly on one department.
Those who show PD are the key trainees.
Focuses on a particular part of the job.
Teamwork
in conducting
training need analysis
Teamwork
Teamwork is all about performing a task in a team,
where in all the members contribute to achieve a
specified goal.
Training need analysis (TNA)
Investigation forms the basis of training need
analysis and effective investigation leads to
effective TNA.
It involves observing the day-to-day operations
of the organization and interact with people at all
levels, from production line to management
Maintain informal contacts with individuals
throughout the organization
TNA (contd)
Regularly assess the attitudes and feelings
of the organization’s staff
Stay abreast of all policies, procedures and
standards relating to work performance
Formally and informally gathering input
from various constituencies
Formation of task force in
conducting TNA
To do an effective TNA, a permanent task force
is essential
Task force should include representatives from
each department for effective TNA
Choose those who know and care about the
situation
Identify a contact person or “champion” who is
committed to training and whom you can call
upon for support and resources
TNA and Design
Once the needs assessment is completed and training objectives are clearly
identified, the design phase of the training and development process is initiated:
• Select the internal or external person or resource to design and develop
the training.
• Select and design the program content.
• Select the techniques used to facilitate learning (lecture, role play,
simulation, etc.).
• Select the appropriate setting (on the job, classroom, etc.).
• Select the materials to be used in delivering the training (work books,
videos, etc.).
• Identify and train instructors (if internal).
The outcome of Analysis phase creates blueprint
for the design phase.
Suppose a TNA is completed and identified that supervisors need
training in effective communication skills. We then need to make
some decisions, such as
What method of training to use
How much time to allot for the training
How many trainees to train at the same time
Whether training be on company time
Whether training be voluntary or mandatory
On or off-site location for training
Thank You !!!!!
