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Training Needs Analysis (TNA) (Benefits of having TNA (Enables training…
Training Needs Analysis (TNA)
Purpose of TNA
Organisation’s goals and its effectiveness
Differences between employee’s skills and the skills required for effective current job performance
Differences between current skills and the skills needed to perform the job successfully in the future
Conditions under which HRD activity will occur
Benefits of having TNA
Enables training managers develop training that is most relevant to the learning need of a particular group or department of employees
Helps identify training objective well in advance so that they can be basis for evaluating training effectiveness
Acts as a guide to decide what training is needed and for whom it is to be offered for achieving organisational objectives
Minimize these risks
Helps training managers identify performance gaps and address these gaps with appropriate training
Helps to manage training budgets effectively in the areas where organisation have the maximum impact
Definition
Process of identifying training needs in an organization for the purpose of improving employee job
Levels of Training
Needs Assessments
Task Level
Definition
Systematic collection of data about a specific job or group of jobs to determine what employees should be taught to achieve optimal performance
Standard of
Performance
(KSAOs)
Knowledge
Skills
Ability
Other Characteristics
Source of Data
Job Descriptions
Job Specifications or Tasks Analysis
Performance Standards
Perform the Job
Observe Job-Work Sampling
Review Literature Concerning the Job
Ask Questions about the Job
Training Committees or Conferences
Analysis of Operating Problems
Card Sort
Task Level (Analysis) Process
Step 3: Identify What It Takes to Do the Job
Step 4: Identify the Areas That Can Most Benefit from Training or HRD
Step 2: Task Identification
Step 5: Prioritise Training Needs
Step 1: Overall Job Description
Person Level
Definition
Is directed at determining the training
needs of the individual employee.
The focus is typically on how well each
employees is performing key job tasks
Source of Data
Performance Data or Appraisals as Indicators
Observation Work Sampling
Interviews
Questionnaires
Test
Attitude Surveys
Checklist or Training Progress Charts
Rating Scales
Critical Incidents
Diaries
Devised Situations
Diagnostic Rating
Assessment Centers
Coaching
MBO or Work Planning and Review Systems
Components
Summary Person Analysis
Involves determining the overall success of individual employee performance
Diagnostic Person Analysis
Tries to discover the reasons for an employee’s performance
Strategic/Organisations Level
Definition
Process used to better understand the characteristics of an organisation to determine where training and HRD efforts are needed and the conditions under which they should be conducted
Advantages
HRD is needed and the organisational and environmental conditions that may affect the HRD effort
Communicating the link between HRD activities and the organisation’s strategic plan to operating managers and employees makes the importance of HRD programs clear
Methods
A list of data sources is available for determining training and HRD needs
List includes the following: Human Resource Inventories, Skill Inventories, Organisational Climate measures and Efficiency Indexes
Efficiency Indexes, are continuously monitored by many organisations as a part of normal control procedures
Source of Data
Organisational Goals and Objectives
Human Resources (Manpower) Inventory
Skills Inventory
Organisational Climate Indexes Labour-Management data
Analysis of Efficiency Indexes Costs of Labour
Attitude Survey
Cost of Materials
Changes in Systems or Subsystem
Management Requests or Management Interrogation
Exit Interviews
Components of Strategic/Organisational Analysis
Organisational Resources
& Core Competencies
Organisational Culture and Climate
Organisational Goals
Environmental Constraints
Needs of conducting TNA
To determine what training is relevant to your employee’s job
To determine if training will make a difference
To determine what training will improve performance
To distinguish training needs from organisational problems
To link improved job performance with the organisation’s goals and the bottom line