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TRAINING NEEDS ANALYSIS (TNA) - Coggle Diagram
TRAINING NEEDS ANALYSIS (TNA)
Purpose/Aims to identify
Current skills required as part of the job
Organisational goals and the effectiveness in reaching these goals
Discrepancies (gaps) between current skills and the skills required to effective future job performance
Conditions under which HRD will occur
What skills and abilities are required but not available
What current training opportunities are available
Gaps in the current training and development options
What new training is required to address the gaps
Challenges
Difficult and time-consuming process
Action is valued over research
There is a lack of support
Advantages
Development of high performance workplaces through engagement and participation.
Part of succession plan to identify competence, capability and potential.
Build credibility for the development process with all stakeholders.
Reduce the cost which is used to pay for staff turn over and recruitment.
Increase staff productivity and satisfaction (staff knows that the employer is investing in them).
Provides a benchmark for training evaluation.
Reduces the risk of training failure.
Maximizing the effectiveness of the training budget.
3 Levels of TNA
Strategic / Organisational Analysis 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. It requires a broad or whole-system view of an organisation and what it is trying to accomplish.
Advantages
Ensures HRD programs are tied to the organization’s strategy and mission
Communicating link between HRD activities and the organization’s strategic plan
Generate support and motivation for HRD efforts
Components
Organisational Goals
Provides a starting point in identifying the effectiveness of the organisation.
Organisational resources & Core competencies
Knowledge of resources (facilities, materials on hand, expertise within the organisation etc.)
Organisational climate
Whether employees use the skills they acquire in HRD programs back on the job.
Environmental constraints
Legal, social, political and economic issues faced by an organisation.
Sources to conduct
Organizational Goals and Objectives
Human Resource (Manpower) Inventory
Skills Inventory
Customer complaints
Exit Interviews
Analysis of Efficiency Indexes / Costs of labor / Costs of materials / Quality of product
Task Analysis Level
Definition
Systematic collection of data about a specific job or group of jobs used to determine what employees should be taught to achieve optimal performance. It focuses on the job, rather than on the individual doing the job.
Sources to conduct
Job Descriptions
Job Specifications or Task Analysis
Performance Standards
Training Committees or Conferences
Task Analysis Process
Develop an overall job description
Gives the HRD professional a clearer idea about the tasks and the conditions employees face
Identify the task
Via stimulus response feedback, critical incident method, Job inventories
Describe KSAOs needed to perform the job
Competencies that employees must develop or acquire during the training program.
Identify areas that can benefit from training
Determining which tasks and capabilities should be included in HRD programs
Prioritize areas that can benefit from training
Tasks and KSAOs should be prioritized to determine which ones should be addressed first.
Person Analysis Level
Definition
Directed at determining the training needs of individual employees. Focuses on how well each employee is performing key job tasks.
Components
Summary person analysis
Acts as a classification of an individual as a successful versus unsuccessful performer.
Diagnostic person analysis
Discovers the reasons for an employee’s performance.
Determines how an individual's KSAOs, effort, and environmental factors combine to yield the summary person analysis.
Sources to conduct
Performance Data or Appraisals as Indicators of Problems or Weaknesses
Observation Work Sampling
Interviews
Questionnaires
Tests / Job knowledge / Skills / Achievement
Checklists or Training Progress Charts
Performance Appraisal in Person Analysis
Identify discrepancies between the employee’s behavior and/or traits and those required for effective performance.
Identify the source of the discrepancies.
Select the intervention appropriate to resolve the discrepancies.
Perform or have access to a complete, accurate performance appraisal.
360-degree performance appraisal can be used
Challenges
Possible rating errors and biases
Rating system must include all areas of required performance that can be identified.
Raters must be motivated to make accurate performance ratings.
Manager must be able to match deficiencies identified with specific remedial activities.
Other needs involved in TNA
Diagnostic needs
Identified by studying the different factors that may impact performance to determine how effective performance is obtained.
Analytic needs
Needs are generally discovered by intuition, insight, or expert consideration to identifying new or better ways to perform tasks
Compliance needs
Needs mandated by law
Definition
Process in which needs are identified and articulated for the purpose of improving employee performance.
Prioritising HRD Needs
Needed due to limited resources available for the HRD effort.
Works best when individuals throughout the organization are involved.
HRD Advisory Committee
Meet regularly and review needs assessment and evaluation data.
Offer advice on the type and content of HRD programs to be offered.
Members from different departments should be included