Training and
training need
analysis
B.V.L.Narayana
SPTM/RSC BRC
Introduction
• Training
– Is essential and is a very big industry
– Enhances productivity of individuals
– Enables development of competencies in
line with organizational objectives
– Allows communication of organizational
goals
– Enhances career progression and self
development
Definition
• TRAINING
– Provision aimed at creating intentional learning
processes
– To bring about semi permanent change in
individuals –Knowledge, attitudes. Skills and
habits (KASH)—behaviors
– With an intention To enhance performance on
the job
• d/d education –is more in general
knowledge; training teaches a specific
task or function
Stages
• Training and
development
– 5 stages
Need
analysis
Design
Pre training
Delivery
On training
Transfer
Post training
Evaluation
Post training
Pre training
Training need analysis
• TNA
– Determine organizational training needs
– Whether organizational needs,
objectives and problems can be
addressed by training?
– Influences overall effectiveness of
training
– Is used to specify key features of
implementation and evaluation
Training need analysis
• TNA
– Is a three step process
• Organizational analysis—identify needs
• Task analysis- content of training
• Person analysis- who to be trained
– Need analysis must cover all three steps
– Research shows
• Impact maximum on learning if organizational analysis
done
• Impact maximum on behavioral outcomes if task
analysis done
Training need analysis
• Work and research mostly done
– Task analysis
• Consists of cognitive tasks
Cognitive capacities and cues -how and when to
apply them
• and behavioral tasks
– Identify competencies needed for jobs
» Competencies are cluster of interrelated
knowledge, skills, values, attitudes and others
which are important for successful job
performance
• Done for individual and teams
Training need analysis
• TNA
– Organizational level and person level
analysis—neglected
– Look at diversity and cross cultural training at
requirements
– Also must look at
• Concurrent needs and Future needs
• Look to identify specific and generic skills
– Therefore requires a data base of
competencies-collect data on organization,
task and person characteristics
Training need analysis
• TNA
– What needs to be identified at a generic level
• Knowledge-facts about objects, relationships,
rules, procedures, plans, goals and self knowledge
• Observable skills –cognitive, psychomotor,
physical, interpersonal, expressive and self
management
• Problem solving skills-heuristics, means –ends
analysis, pattern matching, meta-cognition,
transfers
• Attitudes and beliefs– self efficacy, racial, cultural,
sexist, commitment
Methodologies
• Groups of methods used in training
– Information presentation
– Modeling- demonstration
– Information presentation and learner
response—case method
– Systematic response generation—
contextualizing the training
– Simulation
– On the job training
Training needs analysis
• Process of TNA
– Organizational analysis
• Determines appropriateness of traininglinked to orgn. Goals, strategies, resources
– First needs an understanding of the organizational
environment—
» technical,
» others
– Measures work environment characteristics» nature of support and
» emphasis on training
Training needs analysis
• Task analysis
– Identify observable tasks performed and
knowledge and skills required to do it-job
analysis
– Do it by
• Job incumbents –develop lists of tasks performed
• Assessors –grouping tasks into clusters based on
similarity
• Managers – generating KSA for each cluster of tasks
• Surveys to validate these Task, task cluster and
KSA’s
• Use multiple assessors and multiple surveys
Training needs analysis
• Task analysis
• At individual and team level
– Cognitive task analysis
• Goals, decisions and judgments made on the job-use
elicitation techniques-look at thought processes
– Team task analysis
• Simultaneous assessment of task and coordination
requirements
– Lists out the objectives for training
programmes—specify what a trainee will be
able to do at the end of training programme
Training need analysis
• Person analysis
– whether training is necessary so that
employees can perform tasks effectively
• Identify reasons for poor performance-training and
non training needs
– Who requires training
• Look at employee records
• Elicit self responses
– Whether trainees are ready for training
• Audit of basic skills, abilities and motivations of
potential trainees—helps reorient training
programmes
• Assess language skills
Training needs analysis
• TNA—Organization –task-person
model
– should be proactive
– Done on a continuous basis
– Helps allocate training resources
• Human performance intervention
model
– Is a problem solving exercise—identify
root cause and plan intervention
Training needs analysis
• Assessment centers
– Is a skills evaluation process
– Used in
•
•
•
•
Selection and placement
Employee skill development
Career development
Organizational succession planning
– Good assessment centre can
• Good job preview
• Help design training programmes
• Identify potential successors
Assessment centers
• Essential elements
– Job analysis• critical, relevant and observable performance
elements and competency categories
– Behavioral classification
• Dimensions, skills, competencies, abilities
– Multiple assessments-techniques
– Assessment techniques
• Allow behaviors revealing critical competencies to be
observed
– Simulations
• –demonstrates observable behavior
Assessment centres
• Essential elements
– Assessors
• Multiple assessors-not immediate supervisors-diversity enabled
– Assessor training
• Demonstrate competence in role
– Recording behavior
• Document through notes
– Reports- based on notes
– Data integration –pooling of all observations
• Is a multi day affair and done in groups
• Assessors are higher level managers, experts,
psychologists
Beliefs
Performance
Skills
Actions
THANKS ANY QUESTIONS