Training Need Assessment
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Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill Technology Education
Training Needs AssessmentTraining Needs Assessment
UMAR MAROOFENROLL: 110130DEPARTMENT OF MANAGEMENT STUDIES CENTRAL UNIVERSITY OF KASHMIR
CONTENTS
Training?Training?
Training Need Analysis (TNA)Training Need Analysis (TNA)
What Is a Training Needs Assessment (TNA)?What Is a Training Needs Assessment (TNA)?
Role of TNA in the Training ProcessRole of TNA in the Training Process
Causes and Outcomes of Needs AssessmentCauses and Outcomes of Needs Assessment
Types of TNA AnalysesTypes of TNA Analyses
Key Concerns of Upper- and Midlevel Managers and Trainers in Key Concerns of Upper- and Midlevel Managers and Trainers in Needs AssessmentNeeds Assessment
TNA Data-Gathering MethodsTNA Data-Gathering Methods
Challenges of TNAChallenges of TNA
“Remember, training is not what is ultimately important… performance is.”
Marc Rosenberg
The bigger picture
Organisational performance
Employee performance
Employee Skills, Knowledge and Attitudes
Employee education, experience and training
Training?Training?
Training helps to bridge the gapExisting
• Skills• Knowledge• Attitudes
Required• Skills• Knowledge• Attitudes
Training Need Analysis (TNA)Training Need Analysis (TNA)
TNA is a tool toidentify the gapExisting
• Skills• Knowledge• Attitudes
Required• Skills• Knowledge• Attitudes
A TNA is the process to determine whether training to address a performance gap is necessary.
Training might be appropriate when the performance issue is a “can’t do” issue:
Poor performance (resulting from a knowledge or skill deficiency).
Lack of basic skills (reading, writing, technology, math skills). Legislation or policies requiring new knowledge or skills. New technology. A customer request for new products or services. Higher performance standards. New jobs.
What Is a What Is a Training Needs Assessment (TNA)?Training Needs Assessment (TNA)?
When Is Training NOT the Best When Is Training NOT the Best Intervention?Intervention?
Training is not the best intervention when the
performance issue is a result of: Recruiting, selection or compensation problems.
Policies and procedures issues.
A lack of coaching and feedback.
Insufficient tools, equipment or resources.
Physical setting problems.
A lack of motivation (job-person fit; person-org fit); a “won’t do” issue.
Role of TNA in the Training ProcessRole of TNA in the Training Process
A TNA is the first step in the training process model.
Causes and Outcomes of Needs AssessmentCauses and Outcomes of Needs Assessment
Reasons or “Pressure Points”
•Legislation
•Lack of Basic Skills
•Poor Performance
•New Technology
•Customer Requests
•New Products
•Higher Performance Standards
•New Jobs
What is the Context?
Organization Analysis
Task Analysis
Person Analysis
In What Do They Need Training?
Who Needs the Training?
Outcomes•What Trainees Need to Learn
•Who Receives Training
•Type of Training
•Frequency of Training
•Buy Versus Build Training Decision
•Training Versus Other HR Options Such as Selection or Job Redesign
•How Training Should Be Evaluated
Three Types of TNA AnalysesThree Types of TNA Analyses
Organizational Analysis
To align training with business strategy and to ensure there are resources and managerial support for training.
Task Analysis
To identify the important work-related tasks and knowledge, skills, behaviors, abilities (KSBAs); determine if the content and activities are consistent with trainee on-the-job experience; and to develop measurable and relevant content, objectives and methods.
Person Analysis
To ensure that trainees have the basic skills, motivation, prerequisite skills or confidence.
Organization AnalysisOrganization Analysis
An Organization Analysis involves determining the: Appropriateness of training given the organization’s strategy.
Resources (financial and development) available for training and transfer after training.
Support by managers and peers for training and transfer.
Gather data mainly from senior and mid-level managers. Why?
Is there a reason this TNA step should be
accomplished first?
Task AnalysisTask Analysis
Task Analysis involves: Identifying the important work-related tasks and knowledge,
skills, behaviors and abilities (KSBAs) that must be emphasized in training.
Data sources: Subject matter experts (SMEs), managers, exemplary employees.
Task Analysis ProcessTask Analysis Process
The task analysis process involves: Selecting the job(s) to be analyzed.
Developing a list of tasks performed (from an interview or survey of exemplary employees).
Mining data sources: Ask SMEs, managers and/or exemplary employees to validate tasks:
Frequency: How frequent is the task completed?
Importance: How important is this task to the overall work?
Difficulty: How difficult is this task?
Identify KSBAs that should be trained to address the gap.
Person/Learner AnalysisPerson/Learner Analysis
The person/learner analysis involves: Determining whether performance deficiencies result from a
lack of knowledge, skill, behavior or ability (a training issue) or from a motivational or work design problem.
Identifying who needs the training; who has a KSBA deficiency.
Determining readiness for training: basic skills, motivation, self-efficacy.
Data sources include learners, managers and document reviews (personnel records, prior training records, or testing).
Key Concerns of Upper- and Midlevel Managers Key Concerns of Upper- and Midlevel Managers and Trainers in Needs Assessmentand Trainers in Needs Assessment
Upper-Level Managers Midlevel Managers Trainers
Organizational Analysis
Is training important to achieve our business objectives?How does training support our business strategy?
Do I want to spend money on training?How much?
Do I have the budget to buy training services?Will managers support training?
Person Analysis
What functions or business units need training?
Who should be trained? Managers? Professionals? Core employees?
How will I identify which employees need training?
Task Analysis Does the company have the people with the knowledge, skills, and ability needed to compete in the marketplace?
For what jobs can training make the biggest difference in product quality or customer service?
What tasks should be trained?What knowledge, skills, ability, or other characteristics are necessary?
TNA Data-Gathering MethodsTNA Data-Gathering Methods
InterviewsFocus
GroupsDocumentation
Observation Questionnaires
Advantages and Disadvantages of Needs Advantages and Disadvantages of Needs Assessment TechniquesAssessment Techniques
Technique Advantages Disadvantages
Observation Generates data relevant to work environmentMinimizes interruption of work
Needs skilled observerEmployees’ behavior may be affected by being observed
Questionnaires InexpensiveCan collect data from a large number of personsData easily summarized
Requires timePossible low return rates, inappropriate responsesLacks detailOnly provides information directly related to questions asked
Advantages and Disadvantages of Needs Advantages and Disadvantages of Needs Assessment TechniquesAssessment TechniquesTechnique Advantages Disadvantages
Interviews Good at uncovering details of training needsGood at uncovering causes and solutions of problemsCan explore unanticipated issues that come upQuestions can be modified
Time consumingDifficult to analyzeNeeds skilled interviewerCan be threatening to SMEsDifficult to scheduleSMEs only provide information they think you want to hear
Focus Groups Useful with complex or controversial issues that one person may be unable or unwilling to exploreQuestions can be modified to explore unanticipated issues
Time consuming to organizeGroup members provide information they think you want to hearStatus or position differences may limit participation
Advantages and Disadvantages of Needs Advantages and Disadvantages of Needs Assessment TechniquesAssessment Techniques
Technique Advantages Disadvantages
Documentation(Technical Manuals and Records)
Good source of information on procedureObjectiveGood source of task information for new jobs and jobs in the process of being created
You may not be able to understand technical languageMaterials may be obsolete
Challenges of TNAChallenges of TNA
Time constraints can limit the length and detail
obtained from needs assessment. What should you do if you lack the time to conduct a TNA?
Lack of management support : The scope of the needs assessment depends on the size of the
performance issue.
Starting over each time. However, you can anticipate training needs if you are attuned to:
Business problems.
Technological developments.
Other issues facing the organization.
“If you think training is expensive, try ignorance.”
Thank You