Training Need Analysis Training and Development

MBA – HR : 3rd semester

Training & Development: Systems & Practices

Unit-2: Training Need Analysis

Vimal JyothiInstitute of Management & Research- Chemperi

Kannur Dt, Kerala-670632. www.vjim.ac.in; 91-4602213399Jinuachan Vadakkemulajanal, Faculty -administrator; [email protected]

http://www.vjim.ac.in/

https://www.linkedin.com/in/jinuachan

[email protected]: HR: T&D: TNA 2

Unit II: Training Needs Analysis

Syllabus: unit -2• The Process and Approaches of TNA.• Organizational Analysis, Requirements Analysis,

Task, Knowledge, Skill, and Ability Analysis.• Person Analysis, Team Work for Conducting

Training Needs Analysis.• TNA and Training Process Design, Output Of

TNA, Focus on Small Business


Training Needs Analysis/ assessment


TNA means….

• A Training Needs Analysis (TNA) is used to assess an organization’s training needs.

• The root of the TNA is the gap analysis. This is an assessment of the gap between the knowledge, skills and attitudes that the people in the organization currently possess and the knowledge, skills and attitudes that they require to meet the organization’s objectives.

• It helps to outline the desired skills and abilities to be developed in order to improve the performance of the organization


What is a training needs assessment?

• It is the process of identifying training needs in an organization for the purpose of improving employee job performance.

• Process by which an organizations’ training and development needs are identified

• Performance effectiveness in obtaining goals • Current or future skills gaps of employees • Employee preferences for training • New ways of performing tasks • Prevention of performance problems • Mandated training needs (e.g., legal)


Scope of TNA.• Understand the skill GAP and remedy for it• It begins with Job and ends with customer

expectation• Different from available course offerings to needy Why Need assessment process: To determine..1. The content of learning, content development

2. The need of learning, out put oriented study

3. The depth of learning, expertise level need

4. Immanence of learning scenario, industry/govt rules


Scope of TNA /Why TNA5. Who Receives Training, target identification

6. Type of Training; on/off the job, in/shallow depth 7. Frequency of Training, routine, exceptional, one time

8. The priority of learning in terms of learner/ organization/ topics

9. Buy V/s Build Training Decision, In-house or hired trainers

10.Training V/s Other HR Options Such as Selection or Job Redesign

11.How Training Should Be Evaluated, training appraisal


Indications for the need of training, Why training? The Context of training?

• New Legislation; rules regulations• Identification of lack of Basic Skills; IT, S/w• Poor Performance; below standard • Frequent need for equipment repairs• Accidents, Excessive scrap• People use different method to do one job, standardization lacks • Deadlines are not met• Bottlenecks in production process • New Technology; Automation of the process• Customer Requests; service, delivery • New Products; tech intensified products+ services• Higher Performance Standards; • New Jobs; Business analytics


Approaches of assessment

Systematic approach: • Organization: needs as per vision• Person: As per development and right person

model• Task: Knowledge and skill expected in individualLearner centered approachLearner as the center of assessmentJob responsibilities and task to carry


Methods or Ways of appraisal1. Performance appraisal data, Job Analysis2. Questionnaire, Surveys3. Observation and work study using consultants4. Outside assessment centers5. Analysis of other data from the workplace6. Direct observation 7. Questionnaires, assessments/survey8. Business and Production Reports9. Test or Examination 10. Group Conferences


.. Methods or Ways of appraisal..

11.consultation with persons in key positions, and/or with specific knowledge

12.Review of relevant literature 13.focus groups reports14.Records, HRIS & report studies 15.work study sample report16.Interviews of employees and Managers/

supervisors


Classification of training needs• There are different types of training needs

based on expected competency as:

Diagnostic needs

Analytical needs

Others

Compliance needs

Democratic needs


Other training needs

• Training needs can also be classified as:– Normative needs

• a need compared to a standard.– Felt need

• why individuals think they want to learn.– Expressed/demanded need

• based on the demand & supply gaps of knowledge and skill.– Comparative need

• compared to others there is a need.– Anticipated future need

• based on projected future demand.


Systematic TN Analysis



TNA Framework

Performance Gap

OrganizationalAnalysis

OperationalAnalysis

PersonAnalysis

Identify performance discrepancy

and its causes

Training Needs

Non-TrainingNeeds


2. Organizational Analysis Basic concept for analysis• Mission & strategies of an organization• Resources & their allocation, given the objectives– Capital Resources– Human Resources

• Organizational environment: Internal and external factors that may be causing problems

-Micro level and SLEPT analysis• Impact of the preceding factors of operations -developing, providing & transferring the KSAa


Organizational needs analysis– It includes a human resource analysis: Expectation of the org

vision about the human resources. analysis of efficiency indexes: including cost of labor,

quantity of output, quality of output, waste and, equipment use and repairs can provide useful information.

an assessment of the organizational climate: It address the organization’s performance in the “softer” domains that constitute the corporate culture.


Organizational Requirements Analysis– In organizational analysis, one may consider issues

like:• Increased competition for old and new business.• Greater emphasis on efficiency and cost reduction.• Increased needs on cooperation among companies.• Business strategies of the rival companies.• Research and innovation, tech advancement.• Merger, acquisition, diversification and expansion.• Automation and modernization.• Manpower plan on hiring, retrenching and deployment of

stall


Task Analysis Task analysis / job needs analysis– It is the process of collecting information regarding

the job and its system– Task analysis explains what must be done to perform

a job or complete a process successfully. – It understands the task environment (work flow,

ergonomics, etc) to be able to meet expectations


Steps in Task analysis

• There are four steps involved in task analysis:– Develop a list of task statements for a main task.– Develop the list of task clusters, task divisions,

process units– Develop a list of KSAs (Knowledge, skills and

attitude)needed for the task performance– Assess the importance of task units


Task analysis questions

• What tasks are performed?• How frequently are they performed?• How important is each task?• What knowledge is needed to perform the

task?• How difficult is each task?• What kinds of training are available?


Person needs analysis– A person needs analysis identifies gaps between a

person’s current capabilities and those identified as necessary or desirable.

Expected KSA- Present = GAP – Person needs analysis can be either broad or

narrow in scope. • The broader approach: compares actual performance

with the minimum acceptable standards of performance. • The narrower approach: compares an evaluation of

employee proficiency on each required skill dimension with the proficiency level required for each skill.


• Determination of the training and development needs of individual employee

• It evaluates the overall success of individual’s performance

• Trend analysis of the performance, critical incidents, potentialities

• BCG, SWOT analysis• Diagnostic personal analysis is conducted to

discovering reasons for persons’ performance (i.e., KSAs, motivation, situational factors)


Proactive and reactive TNA• Proactive TNA is strategic and carefully planned without a definite

problem as the focus. It is used to deliver new techniques or processes to employees, as well as strengthen existing expectations.

-This method anticipates future trends and prepares people for the fore seen challenges

• Reactive TNA happens when a specific problem is pinpointed. For instance, if a worker's performance problem is evident, reactive TNA is used to correct that specific issue.

• ContrastProactive TNA happens when the weaknesses of a work force are

unknown and it helps indicate where help is needed. Reactive TNA occurs when a problem is already obvious, creating the need for specialized training to correct the specific problem.


KSA: Knowledge

• It means detailed examination of a job role to find out what are the

• knowledge, skill, attitude, motives, values and self concept needed in people for superior or effective performance

• Business Knowledge• IT, Management knowledge• Education and language


Next slide


Expected Skills to perform jobs

• Adaptability skills• Analytical Skills• Action Orientation• Coaching/Employee

Development skills• Communication• Customer Focus• Decision Making• Fiscal Management• Global Perspective• Innovation• Interpersonal Skills

• Leadership• Establishing Objectives• Risk Management• Persuasion and Influence• Planning• Problem Solving• Project Management• Results Orientation• Self-Management• Teamwork• Technology


Other analysis models• Performance Analysis. Are the employees performing up to the established

standard? If performance is below expectations, can training help to improve this performance? Is there a Performance Gap?

• Content Analysis. Analysis of documents, laws, procedures used on the

job referring manuals, documents, or regulations. So the training does not conflict or contradict job

requirements. An experienced worker can assist (as a subject matter expert) in determining the appropriate content.


…Other analysis models

• Training Suitability Analysis. Analysis of whether training is the desired solution.

Training is one of several solutions to employment problems. However, it may not always be the best solution. It is important to determine if training will be effective in its usage.

• Cost-Benefit Analysis. Analysis of the ROI of training. Effective training results

in a return of value to the organization that is greater than the initial investment to produce or administer the training.


TNA based on style and need

a. Rapid Needs Assessmentb. Detailed assessmentc. Continual assessment


a. Rapid Needs Assessment• It is undertaken immediately after a disaster, rapid

assessment provides information on needs, possible courses of action and resource requirements. It normally takes up to a week

• It involves using local resources and specific methods to undertake a relatively quick, easy and inexpensive snapshot of a specific group or community in order to assess the needs of any planned initiative.

• It is a way of working that does not use a traditional scientific approach to needs assessment but encourages using local people using tools such as questionnaire

• Eg in case of natural catastrophe, emergencies,


b. Detailed assessment: A more detailed assessment is carried out after a rapid assessment,

if the situation is changing and more information is needed. It takes about one month, depending on the size of the area and the

complexity of the situation.

c. Continual assessment: Disaster situations can evolve rapidly and include unexpected knock-

on effects, such as population movements. Assessment should therefore be an ongoing process throughout the

emergency phase. Eg. Once the Red Cross Red Crescent is operational in a disaster

zone, information is continually updated so that relief and programming can be adapted to evolving needs.


• Whole organization’s feed back is expected• Top level management support and strategic plans for

training• Organization wide planning and appraisal groups• 360 degree appraisal teams• Awareness for employee and trade union

participation• Change champion model and outsourcing for the

assessment • The team work is depending on the sources of data as:

Team Work for Conducting TNA


Team Work for Conducting TNAa. Sources of Information for Organizational Analysis• Strategic plan, vision, mission statements• Competency statements• Skills inventories decided across the industry and

organization• Climate surveys, external feed backs• Labor-management data • Exit interviews • Management requests • Organizational performance measures


b. Sources of Information for Task Analysis• Job descriptions and specifications: - • Performance standards • Observe performance on job • Competency modeling in organization • Review literature concerning job • Interview job holders and supervisors • Analysis of operating problems (e.g., downtime,

waste, repairs/rework, delivery times, quality of product/service)


c. Sources of Information for Person Analysis• Performance appraisal data • Job kdge test, Skill test• Observation of performance on job • Interviews or questionnaires • Assessment centers• Individuals objectives• Tests or simulations or role plays • Attitude surveys • Designed situations (e.g., AC) • Worker diaries • Developmental or employee initiated needs


Training Process Design



TNA and cause solution Process Design


Training Process Design



Output Of TNA• Assessment of Skill GAP• Three level analysis for the optimization• Review of the current training system and performance

level• ROI and CBA helps to assess the financial benefits of

training• Assessment of the training options• Helps to stream line the HRIS, find out feedback

effectiveness, grievance systems• Highlight the training requirements and non-training

needs


TNA Out put : Performance Gaps?

Performance Gap

KSADeficienc

yReward/

Punishment

Incongruence

Inadequate

Feedback

Obstacles in the System

Appraisal Deficienc

y

Commitment,

satisfaction

Deficiency


Reference• Blanchard, P Nick, and Thacker, James W., ‘Effective Training’,

Pearson 2014• Goldstein, Irwin L., Training Organizations, Thomson Asia 2004,

ed.4th

• O’Connor, Bronner, “ Training for Organizations”, Replika Pvt Ltd.2003

• Geoff Anderson, A Proactive Model for Training Needs Analysis, in Journal of European Industrial Training ISSN: 0309-0590

• http://www.ifrc.org/Global/Publications/disasters/guidelines/guidelines-for-emergency-en.pdf

[email protected] T&D 46

Dear Students,Plz refer the lecture notes for the further elaboration of

the topic. Slides with diagrams are also part of the syllabus.

The examples given during the lecture should be added to each part while answering the questions

Fr Jinu Vadakkemulanjanal, Faculty, Vimal Jyothi –

Chemperi Kannur9447373415