Training Needs Analysis (TNA) (Benefits (Helps training managers identify…
Training Needs Analysis (TNA)
A process by which an organisation’s Human Resource Development (HRD) needs are identified and articulated
An organisation’s goals and its effectiveness in reaching these goals
Discrepancies or gaps between employees’ skills and the skills required for effective current job performance
Discrepancies (gaps) between current skills and the skills needed to perform the job successfully in the future
The conditions under which the HRD activity will occur
Helps training managers identify performance gaps and address these gaps with appropriate training.
Acts as a guide to decide what training is needed and for whom it is to be offered for achieving organisational objectives.
Enables training managers develop training that is most relevant to the learning needs of a particular group or department of employees.
Help identify training objectives well in advance so that they can be the basis for evaluating training effectiveness.
Minimise risks if TNA was properly performed.
Helps to manage training budgets effectively in the areas where organisation have the maximum impact.
Training or HRD Need
Focus on the factors that lead to effective performance and prevent performance problems rather than emphasising existing problems.
Identify new or better ways to perform tasks
Most often involve mandated training programmes such as safety training, food handling or compliance with healthcare regulations.
Level of Needs Analysis
A 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.
A systematic collection of data about a specific job or group of jobs used to determine what employees should be taught to achieve optimal performance.
Focus typically on how well each employee is performing key job tasks, but this process may identify a wide range of both common and unique HRD needs
Prioritising HRD Needs
Participation in the Prioritisation Process
The HRD Advisory Committee
Organisational Resources and Core Competencies
Organisational Culture and Climate
The strategic plan can be valuable source of information for organisational analysis whereas HRD efforts can become a major component of carrying out the strategic plan.
Step 1: Overall Job Description
Step 2: Task Identification
Step 3: Identify What It Takes To Do The Job
Step 4: Identify The Areas That Can Most Benefit From Training or HRD
Step 5: Prioritise Training Needs
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.
Perform or have access to a complete, accurate performance appraisal
Identify discrepancies between the employee’s behaviour and/or traits and those required for effective performance
Identify the source of the discrepancies
Select the intervention appropriate to resolve the discrepancies