• 1. TrainingNeedsAnalysis(TNA)RUSSEL DEL ROSARIOROMERO
  • 2. Learning OutcomesDefine a Training Needs Analysis (TNA).2Explain the significance of a TNA.Describe the process for carrying out aTNA.
  • 3. 3The Training ProcessIdentifytheNeedIdentifytheNeedEvaluateEvaluatetheTrainingtheTrainingPlantheTrainingPlantheTrainingDelivertheTrainingDelivertheTraining
  • 4. 4What is a TNA?A TNA is the method ofdetermining if a trainingneed exists and if itdoes, what training isrequired to fill the gap.This is achieved bycollecting bothqualitative andquantitative data foranalysis.
  • 5. 5TRAINING NEEDSANALYSISScrutiny of the training,learning and developmentneeds of the employees. Itconsiders the KSA’s andhow to develop them andsupport the individual’scareer progression.
  • 6. TRAINING NEEDSASSESSMENTA process by which we can determine what sort ofKSA of employees that can be accomplished viasome sort learning / training means.6
  • 7. A training needs exists when there is a gapbetween what is required of an employee toperform their work competently and what they7actually know.
  • 8. 8Significance of a TNATraining may be incorrectly used as asolution to a performance problem.Training program may have the wrongcontent, objectives or methods.Trainees may be sent to training programsfor which they do not have the basic skillsor confidence needed to learn.
  • 9. 9Significance of a TNALearning can be directly related toorganizational objectives.Learning can be targeted at specificrequirements.Learning needs can be identified andprioritized.Learning can be tailored to requirements.
  • 10. 10What Triggers TNA?AP < EP = PG
  • 11. STARTING POINTS FOR A TNAComplaints from staff, customers/clientsPoor quality workFrequent errorsLarge staff turnoverDeadlines not being metConflict amongst staffNew equipment systems11IInnddiiccaattoorrssIInnddiiccaattoorrssooff aanneeeeddooff aanneeeedd
  • 12. 12TNA INPUTORGANIZATIONAL ANALYSISAnalysis of the environment,strategies and resources todetermine where to emphasizetraining.Mission and StrategiesResourcesInternal Environment
  • 13. 13TNA INPUTPERSON ANALYSISAnalysis of performance,knowledge and skills in orderto determine who needstraining.Define the JobDetermine where to collect informationIdentify the method to useGather and analyze data
  • 14. THREE ELEMENTS OF TNA14TASK / JOB ANALYSISAnalysis of the activities to beperformed in order to determineneeded competencies.Performance AppraisalsSelf-ratingsTests
  • 15. 15TNA FRAMEWORKPerformanceGapOrganizationalAnalysisTask / JobAnalysisPersonAnalysisIdentifyperformancediscrepancyand its causesTrainingNeedsNon-TrainingNeeds
  • 16. Needs Assessment Techniques16OBSERVATIONPROS CONS• Generates data relevantto work environment• Minimizes interruption ofwork• Needs skilledobserver• Employee’s behaviormay be by beingobserved
  • 17. Needs Assessment Techniques17QUESTIONNAIRE• Inexpensive• Can collect data from alarge number of persons• Data easily summarized• Requires time• Possible low returnrates, inappropriateresponses• Lack detailsSPROS CONS
  • 18. Needs Assessment Techniques18INTERVIEWSPROS CONS• Good at uncoveringdetails of training needsas well as causes of andsolutions to problems• Can exploreunanticipated issues thatcome up• Time consuming• Difficult to analyze• Needs skilledinterviewer• Difficult to schedule
  • 19. Needs Assessment Techniques19FOCUS GROUPSPROS CONS• Useful with complex orcontroversial issues thatone person may beunable or unwilling toexplore.• Questions can bemodified to exploreunanticipated issues.• Time-consuming toorganize.• Group members onlyprovide informationthey think you wantto hear
  • 20. Needs Assessment Techniques20DOCUMENTATIOPROS CONS• Good source ofinformation onprocedure• Objective• Good source of taskinformation for newjobs in the process ofbeing created.N• You may be unableto understandtechnical language• Materials may beobsolete
  • 21. What Caused the Gaps?Performance GapKSADeficiencyReward/PunishmentIncongruenceInadequateFeedbackObstacles inthe System
  • 22. TNA OutputTraining NeedsPerformance gaps that resulted from thelack of KSAs and which training isnecessary.
  • 23. TNA OutputNon-Training Needs (without KSADeficiency)Reward/Punishment IncongruenciesInadequate FeedbackObstacle in the System
  • 24. How to do a TNA - Process1. 1. DDooccuummeenntt tthhee pprroobblelemm22.. ininvveessttigigaattee tthhee pprroobblelemm2433.. PPlalann tthhee nneeeeddss aannaalylyssisis44.. SSeelelecctt tthhee tteecchhnniqiquuee55.. CCoonndduucctt tthhee aannaalylyssisis66.. AAnnaalylyssee tthhee ddaattaa77.. RReeppoorrtt tthhee ffininddininggss77sstteeppss77sstteeppss
  • 25. 25Report the findingsTitle pageExecutive summaryTable of contentsIntroductionRecommendationTraining PlanData collection and analysis methodsCost analysis, proposed costs ofrecommended solutions
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    Training Needs Analysis

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    • 1. TrainingNeedsAnalysis(TNA)RUSSEL DEL ROSARIOROMERO
  • 2. Learning OutcomesDefine a Training Needs Analysis (TNA).2Explain the significance of a TNA.Describe the process for carrying out aTNA.
  • 3. 3The Training ProcessIdentifytheNeedIdentifytheNeedEvaluateEvaluatetheTrainingtheTrainingPlantheTrainingPlantheTrainingDelivertheTrainingDelivertheTraining
  • 4. 4What is a TNA?A TNA is the method ofdetermining if a trainingneed exists and if itdoes, what training isrequired to fill the gap.This is achieved bycollecting bothqualitative andquantitative data foranalysis.
  • 5. 5TRAINING NEEDSANALYSISScrutiny of the training,learning and developmentneeds of the employees. Itconsiders the KSA’s andhow to develop them andsupport the individual’scareer progression.
  • 6. TRAINING NEEDSASSESSMENTA process by which we can determine what sort ofKSA of employees that can be accomplished viasome sort learning / training means.6
  • 7. A training needs exists when there is a gapbetween what is required of an employee toperform their work competently and what they7actually know.
  • 8. 8Significance of a TNATraining may be incorrectly used as asolution to a performance problem.Training program may have the wrongcontent, objectives or methods.Trainees may be sent to training programsfor which they do not have the basic skillsor confidence needed to learn.
  • 9. 9Significance of a TNALearning can be directly related toorganizational objectives.Learning can be targeted at specificrequirements.Learning needs can be identified andprioritized.Learning can be tailored to requirements.
  • 10. 10What Triggers TNA?AP < EP = PG
  • 11. STARTING POINTS FOR A TNAComplaints from staff, customers/clientsPoor quality workFrequent errorsLarge staff turnoverDeadlines not being metConflict amongst staffNew equipment systems11IInnddiiccaattoorrssIInnddiiccaattoorrssooff aanneeeeddooff aanneeeedd
  • 12. 12TNA INPUTORGANIZATIONAL ANALYSISAnalysis of the environment,strategies and resources todetermine where to emphasizetraining.Mission and StrategiesResourcesInternal Environment
  • 13. 13TNA INPUTPERSON ANALYSISAnalysis of performance,knowledge and skills in orderto determine who needstraining.Define the JobDetermine where to collect informationIdentify the method to useGather and analyze data
  • 14. THREE ELEMENTS OF TNA14TASK / JOB ANALYSISAnalysis of the activities to beperformed in order to determineneeded competencies.Performance AppraisalsSelf-ratingsTests
  • 15. 15TNA FRAMEWORKPerformanceGapOrganizationalAnalysisTask / JobAnalysisPersonAnalysisIdentifyperformancediscrepancyand its causesTrainingNeedsNon-TrainingNeeds
  • 16. Needs Assessment Techniques16OBSERVATIONPROS CONS• Generates data relevantto work environment• Minimizes interruption ofwork• Needs skilledobserver• Employee’s behaviormay be by beingobserved
  • 17. Needs Assessment Techniques17QUESTIONNAIRE• Inexpensive• Can collect data from alarge number of persons• Data easily summarized• Requires time• Possible low returnrates, inappropriateresponses• Lack detailsSPROS CONS
  • 18. Needs Assessment Techniques18INTERVIEWSPROS CONS• Good at uncoveringdetails of training needsas well as causes of andsolutions to problems• Can exploreunanticipated issues thatcome up• Time consuming• Difficult to analyze• Needs skilledinterviewer• Difficult to schedule
  • 19. Needs Assessment Techniques19FOCUS GROUPSPROS CONS• Useful with complex orcontroversial issues thatone person may beunable or unwilling toexplore.• Questions can bemodified to exploreunanticipated issues.• Time-consuming toorganize.• Group members onlyprovide informationthey think you wantto hear
  • 20. Needs Assessment Techniques20DOCUMENTATIOPROS CONS• Good source ofinformation onprocedure• Objective• Good source of taskinformation for newjobs in the process ofbeing created.N• You may be unableto understandtechnical language• Materials may beobsolete
  • 21. What Caused the Gaps?Performance GapKSADeficiencyReward/PunishmentIncongruenceInadequateFeedbackObstacles inthe System
  • 22. TNA OutputTraining NeedsPerformance gaps that resulted from thelack of KSAs and which training isnecessary.
  • 23. TNA OutputNon-Training Needs (without KSADeficiency)Reward/Punishment IncongruenciesInadequate FeedbackObstacle in the System
  • 24. How to do a TNA - Process1. 1. DDooccuummeenntt tthhee pprroobblelemm22.. ininvveessttigigaattee tthhee pprroobblelemm2433.. PPlalann tthhee nneeeeddss aannaalylyssisis44.. SSeelelecctt tthhee tteecchhnniqiquuee55.. CCoonndduucctt tthhee aannaalylyssisis66.. AAnnaalylyssee tthhee ddaattaa77.. RReeppoorrtt tthhee ffininddininggss77sstteeppss77sstteeppss
  • 25. 25Report the findingsTitle pageExecutive summaryTable of contentsIntroductionRecommendationTraining PlanData collection and analysis methodsCost analysis, proposed costs ofrecommended solutions
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