Methods of
needs assessment for
training in the informal
employment sector
Dr. phil. Dusit Khawloueng, VIENTIANE, 16.03.2010
Training Needs Analysis
The boss wants some training.
 What is wrong in your company?
 Performance improvement is the
focus of training.

2
Training Needs Analysis

Training Needs Analysis (TNA) is a
systematic method for determining
what caused performance to be less
than expected or required.
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Training Needs Analysis
Actual organizational performance
(AOP) is the performance level of
the organization, department or
unit.
 Actual performance (AP) is the
actual level of performance by an
individual in the job.

4
Training Needs Analysis
Note that doing needs assessment
occur when actual organizational
performance (AOP) is less than
expected organizational
performance (EOP).
 Organizational performance gap
(OGP)

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Training Needs Analysis

The expected organizational
performance (EOP) is the level or
goal that has been set and is
expected of the organization,
department or unit in key
performance areas (e.g. profits,
market share, absenteeism, etc.)
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Training Needs Analysis
Expected performance (EP) is the
level of performance expected of an
employee holding a particular job.
 Organizational performance gap
(OGP) is the difference between the
organization’s expected performance
and its actual performance on key
performance indicators (e.g. profits,
market share, absenteeism, etc.)

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Training Needs Analysis
We need to identify where these
differences exist in terms of the
problems or needs.
 What is causing the problem?
 How many meetings are ineffective?
 Are other issues causing the
meetings to be ineffective?

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Training Needs Analysis
That is why do you conduct a
training needs analysis (TNA)?
 You do conduct a TNA because you
want to determine exactly what the
deficiencies are.
 A TNA is important because it helps
determine whether training can
correct the performance problem.

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Training Needs Analysis
A TNA indicates that employees lack
necessary KSAs to do the job and
that they require training.
 Employees have KSAs to do the job,
but there are roadblocks that
prevent effective performance.

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Training Needs Analysis
If you conduct a TNA, you could
accomplish several important things:
 Increase the chances that the time
and money spent on training is
spent wisely.
 Determine the benchmark for
evaluation of training.
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Training Needs Analysis
If you conduct a TNA, you could
accomplish several important things:
 Increase the motivation of
participants, and
 Align your training activities with the
company’s strategic plan.
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Training Needs Analysis Model
Input
TRIGGER
Actual
Organizational
Performance
(AOP)<Expected
Organizational
Performance
(EOP)
Process
Organizational
Analysis
Training
Needs
Objectives
Resources
Environment
Operational
Analysis
Expected
Performance
(EP)
Output
Identify
Performance
Discrepancy (PD)
PD = EP-AP
and
Cause of PD
Nontraining
Needs
Person
Analysis
Actual
Performance
(AP)
ANALYSIS PHASE
(P. Nick Blanchard, and James W. Thacker, 2007, p.100)
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Training Needs Analysis Model
Trigger event.
 Input phase consist of an
organizational analysis, an
operational analysis, and a person
analysis.
 Customer analysis

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Training Needs Analysis Model

An organizational analysis is an
examination of an organization’s
strategy, its goals, objectives,
systems, and practices in place to
determine how they affect employee
performance.
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Training Needs Analysis Model
An operational analysis is an
examination of specific jobs to
determine the requirements in term
of the tasks required to be done,
and the KSAs required to get the job
done.
 Job analysis or task analysis.

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Training Needs Analysis Model

A person analysis is an examination
of the employees in the jobs to
determine whether they have the
required KSAs to perform at the
expected level.
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Training Needs Analysis Model

A customer analysis is an
examination of the customers’
needs, expectation to determine
whether they like or unlike for
evaluation the quality of service.
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Training Needs Analysis Model
In the process phase, the
operational analysis provided
information on expected
performance.
 Expected performance (EP) is the
level of performance expected in a
particular job.

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Training Needs Analysis Model
The person analysis provides
information on actual performance.
 Actual performance (AP) is the
current level of performance by an
individual on a particular job.

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Training Needs Analysis Model
The difference between actual
organizational performance and
expected performance is called an
organizational performance gap.
 The difference between actual and
expected performance obtained
from the operational and person
analysis of the TNA is simply termed
a performance gap.

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Training Needs Analysis Model

The output phase is your conclusion
as whether the PG indicates either
training or non-training needs, and
in some cases, both.
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Types of TNA
Reactive TNA is a type of TNA that
focuses on a performance problem
that current exists.
 Proactive TNA is focusing on a
performance problem anticipated in
the future.

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The Framework for Conducting a TNA
Organizational analysis
 Operational analysis
 Person analysis
 Customer analysis

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The Framework for Conducting a TNA
Organizational analysis involves
looking at the internal environment
of the organization, influences that
could affect employee performance,
and determining its fit with
organizational goals and objectives.
 It is this analysis that provides
identification of PD at the
organizational level.

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The Framework for Conducting a TNA
The organizational analysis is also
an examination of how the internal
environment affects job
performance.
 Finally, the organizational analysis
identifies constraints on training.

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The Framework for Conducting a TNA

Organizational analysis
- The mission and strategies,
- The resources and allocation of
the resources, given the objectives,
- The factors in the internal
environment and,
- The other factors that facilitate an
employee’s ability to meet job
performance expectation.
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The Framework for Conducting a TNA
Operational analysis examines
specific jobs to determine the
requirements (KSAs) necessary to
get the job done (i.e. expected job
performance).
 This process is generally called a
job analysis or task analysis

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The Framework for Conducting a TNA
And it requires an extensive analysis
of a job to determine all the tasks
necessary to perform the job at the
expected level.
 After all tasks are identified, the
next step is to determine the KSAs
necessary to perform each of the
tasks.

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The Framework for Conducting a TNA
Each tasks needs to be examined by
asking the question,
what knowledge, skills, attitudes are
necessary to be able to perform this
task at the expected level?
 The KSAs obtained from the analysis
are the ones that an incumbent
have to perform at the expected
level.

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The Framework for Conducting a TNA

Job analysis
KSAs
- Knowledge
- Skill
- Attitude
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The Framework for Conducting a TNA
Person analysis examine those who
occupy the jobs to see whether they
posses the require KSAs necessary
to do the job.
 Here we measure the actual job
performance of those on the job to
see whether they are performing at
an acceptable level.

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The Framework for Conducting a TNA
This task might seem easy enough;
simply look at the supervisor’s
appraisal of the incumbents.
 Other methods are also used to
obtain this type of information
for example, asking incumbents
themselves, or asking coworkers.

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The Framework for Conducting a TNA

Person analysis
Expected performance – Actual
performance = Performance gap
Performance Appraisal
Self-Ratings
Behavioral Tests
Attitude Measures
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The Framework for Conducting a TNA

Customer analysis
- Survey in cycle of service
- Survey by questionnaire,
interview, observation.
- Study and survey in expectation
of customer about the service that
they need to find the organizational
deficiency.
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Output of TNA
Training-needs
 Non-Training Needs
Non-Training Needs that have no
KSA Deficiency
reward/punishment incongruence
Inadequate or inappropriate
feedback and/or
Obstacles in the system

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Output of TNA

Non-Training Needs
Non-Training Needs that have KSA
Deficiency
Job-Aids
Practice
Changing the Job Itself
Training needs
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Thank you for your attention.
Dr. phil. Dusit Khawloueng, VIENTIANE, 16.03.2010