1.
TNA – Chapter 2
A. The main aim of training is performance improvement. Individual training need > Group TNA > Organization TNA
B. An organizational intervention, to find out the kind of training needed, who need them, where they need it, with which method.
C. It depends largely on the support from organization and the people leading it into the organization. 3 steps to gain organizational
support. A. Establish communication and relationship with top management, B. same with the peoples, C. form a liaison team.
D. Significance of TNA –
a. Helps in diagnosing the causes of performance deficiency in employees and clarity for remedial actions.
b. Sharpen the focus and orientation
c. Reducing the perception gap.
E. Trigger for training. – Anticipated demand, Plan to change method, view of top management/training department, forecast profitability,
external market like national and local labour market.
F. Why TNA – to determine what caused performance to be below than expected, to identify the deficiency that can be corrected by
training, to determine employee’s lack of the necessary KSA’s where training can be used to correct it. To pinpoint if training can make a
difference in productivity and the bottom line. To address organizational issues and need of training. to determine – causes of poor
performance, content and scope of training, desired training outcomes, basis of measurement, to gain management support.
G. Where to look for performance discrepancies –climate indexes, efficiency indexes, changes in systems, management interrogation, exit
interviews, MBO’ review systems. Archival data (Organizational, operational and personal) – questionnaire, interviews, observations,
360* feedback performance reviews, group discussions, diaries, tech manuals/record, feedbacks etc. tests, brain storming, scaling
method, gap analysis, consensus – voting, compromise
H. TNA Outcomes – Non training need, incongruent rewards and punishments.
2. TNA requires 3 types –
A. Organizational analysis - business environment, strategies of organization and resources. Mission, vision and strategies.
B. Task analysis – identifying the tasks, activities, and duties of the job
C. Person analysis – which employee requires training or which does not require training.
D. Requirement analysis – of target job, choices of method, participants, point of contact, proactively anticipating the problem which may
arise, development of a protocol.
E. Operational analysis – to determine KSA’s necessary to get the job done efficiently and effectively.
3. Method for TNA
A. Identifying specific problems, anticipating impending/future problems, management requests, observation of executer in operations,
performance appraisal, questionnaires, checklists, morale/attitude surveys.
B. TNA Process – Identify problem needs, determine design of needs analysis, collect data, analyze data, provide feedback, develop
action plan.
C. Approach of TNA - Proactive = for anticipated performance discrepancy in the future. Reactive TNA – to perceived performance
discrepancy in the present.
D. Expected performance – Knowledge, skill, attitude,
E. Competency mapping – A cluster of related knowledge, skills, and attitude that differentiate high performance from average and low
performance.