TRAINING NEED ANALYSIS
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Training Need Analysis
 A training needs analysis is a systematic approach for
determining what training needs to take place
TNA (Training need analysis/
assessment) - Importance
 Understand the areas of training to be delivered
 Identify the target trainees
 Establishing the objectives.
 Categorizing the types of training needed.
 Review current and past training programs
 Assess the current performance level of the employees
 Obtain better outcomes with optimum utilization of resources.
 Establishes relevance of training for employees. Data obtained
from training needs analysis reveals training requirements.
Training needs analysis address the
following questions
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What training is needed and why?
Where is training needed?
Who needs training?
How will training be provided?
How much will training cost?
What will be the impact on business?
If needs assessment is not properly conducted, any
one or more of the following situations could occur:
 Training may be incorrectly used as a solution to a performance
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problem.
Training programs may have the wrong content, objectives, or
methods.
Trainees may be sent to training programs for which they do not
have the basic skills, prerequisite skills, or confidence needed to
learn.
Training will not deliver the expected learning, behavior change,
or financial results that the company expects.
Money will be spent on training programs that are unnecessary
because they are unrelated to the company’s business strategy.
TNA (Training need analysis/
assessment)
 Documentation within the organisation ( E.g. appraisal docs,
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reports)
Observation (Customer Service)
Surveys (Customer Satisfaction/ Mystery Audits/ Client
Feedback)
Interviews (With the supervisors)
Suggestion box
Meetings
HARD INDICATORS – Sales, Customer Satisfaction,
Production, Quality- defects, Accidents at work
SOFT INDICATORS – Job Satisfaction, Stress, Attrition
Exercise
 Imagine you are the manager of a factory with 500 workers
making ice cream for export to Europe.
 What information and evidence do you need before you can
say the employees need training?
 Try to list 5 ideas.
Response to exercise
 Accidents report
 Staff discipline report
 Sick leave report
 Staff enquiries & complaints
 Employee compensation
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statistics
Product quality control
report
Wastage report
Efficiency report
Machinery out-of-order
report
 Guests complaints
 Refusal of orders made
 Quality of product report
 Market needs & trends
 Demographic data &
background of employees
Causes and Outcomes of Needs
Assessment
Key Concerns of Upper-Level and Mid-Level Managers
and Trainers in Needs Assessment
Who Should Participate in Needs
Assessment
 Job incumbents – employees who are currently performing the job.
 Managers, employees, and trainers
 Subject matter experts (SMEs) are employees, academics, managers, technical experts,
trainers, customers, or suppliers who are knowledgeable with regard to
 Training issues including the tasks to be performed.
 Knowledge, skills, and abilities required to perform tasks effectively.
 The necessary equipment.
 Conditions under which tasks will have to be performed.
Methods Used in Needs Assessment
 Focus groups are a type of SME interview that involves a face-
to-face meeting with groups of SMEs in which the questions that
are asked relate to specific training needs.
 Benchmarking is often used by companies to determine best
practices. This information is summarized and shared with
participating companies.
Methods Used in Needs Assessment
TNA (Training need analysis/ assessment) - Methods
 Documentation within the organisation ( E.g. appraisal docs,
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




reports)
Observation (Customer Service)
Surveys (Customer Satisfaction/ Mystery Audits/ Client
Feedback)
Interviews (With the supervisors)
Suggestion box
Meetings
HARD INDICATORS – Sales, Customer Satisfaction,
Production, Quality- defects, Accidents at work
SOFT INDICATORS – Job Satisfaction, Stress, Attrition
The Needs Assessment Process
Organizational Analysis
Focuses on three factors
 The strategic role of training based on the organization’s strategy
 Support of Managers and Peers for Training Activities
 Training resources, including money, time and expertise, need to be identified
Person/Individual analysis
 Helps to identify who needs training
 By examining whether current and expected performance match.
Factors considered :
 Employees’ readiness for training:
 Employees have the ability, attitudes, beliefs, and motivation to learn program content and apply it on the job.
 The work environment (Resources availability & social support)
 Person characteristics : knowledge, skill, abilities, attitudes and motivation, Basic skills, Cognitive ability, Selfefficacy(employee belief that they can perform)
 Input: instructions and resources provided
 Output: refers to the job’s performance standards(high/low)
 Consequences: refers to the incentives employees receive for performing well
 Feedback: information employees receive while they are performing about their performance.
Task analysis
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Description of the tasks performed on a job
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Knowledge, Skills and Abilities required to perform those tasks.
Four primary steps to a task analysis :
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A job or clusters of jobs are selected to be analyzed
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preliminary list of tasks performed on the job is developed: by interviewing and observing employees and managers as well as
talking with others who have performed a task analysis.
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preliminary list of tasks is validated: by asking a group of SME’s to know
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How frequently the task is performed?
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How much time is spent performing the task?
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How important or critical the task is for successful job performance?
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How difficult the task is to master?
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Whether performance on the task is required of entry-level employees?
The knowledge, skills and abilities required for each task are identified: via interviews or questionnaires
Training content and prerequisites can then be determined.
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SPIRIT OF HR.in