TRAINING

NEED ANALYSIS

The bigger picture

Organisational performance

Employee performance

Employee Skills, Knowledge and Attitudes

Employee education, experience and training

Training??

Existing
Skills
Knowledge
Attitudes

Training helps to
bridge the gap
TNA is a tool to
identify the gap

Required
Skills
Knowledge
Attitudes

TNA in essence
1

Start with future organisational goals and challenges

Assess required employee performance to meet the goals and challenges

Assess required employee Skills, Knowledge and Attitudes to deliver the performance

Identify employee training needs to bridge the gap

Needs Assessment Definition

A needs assessment is the process of
identifying performance requirements
and the "gap" between what performance
is required and what presently exists.

Instructional Design Process

ANALYZE

DESIGN

DEVELOP

IMPLEMENT

EVALUATE

Analysis
TRIGGER
(AOP)< (EOP)

Input
Organizational analysis
Objectives, Resources
Environment

Process

Operational analysis
Expected Performance (EP)

Identify Performance
Discrepancy (PD)
PD= EP-AP
And
Causes of PD

Person analysis
Actual Performance (AP)

Training needs

Nontraining needs

Output

Step 1: Define the problem

Describe Discrepancy
DESIRED PERFORMANCE (Optimals)
- ACTUAL PERFORMANCE (Actuals)
= POSSIBLE TRAINING NEED

Step 2: Is it important?

Why is it important?
What if you did nothing?
How big is it? (Quantify if
possible)
Is the cost of the discrepancy high
enough that it seems worth
pursuing a solution?

If the answer is no..

IGNORE
REJOICE

Step 3: Determine Cause(s)

Is it a problem of skill
or
a problem of will?
I dont
I dont
wanna!
wanna!

I dont know
how.

If a skill deficiency..

Provide training
Provide practice
Provide feedback
Simplify the task
Develop a job aid
OJT
Transfer
Terminate

Yes, it is a problem of will...

Reward/
Performance
incongruence?

Change
contingencies

And other question...

Inadequate
feedback or
Obstacles?

Provide proper
feedback/Remove
Obstacles

To solve a performance issue

Training may not be the answer

Training may not be the only answer

If training is the answer.

Formal training
Self study
Technology based
Job related/workplace
approaches

Some questions for TNA

WHY ?

WHEN ?

WHERE to look for performance

discrepancies?

Framework for TNA

Input

Organizational Analysis
Operational Analysis
Person Analysis

Process
Determining the nature of PD and its causes.

Output

Provides us training / training needs.

Organizational Analysis
Provide information about:
Mission & strategies of an organization
Resources & their allocation, given the objectives

Capital Resources
Human Resources

Organizational environment: Internal factors that

may be causing problems
Impact of the preceding factors on developing,
providing & transferring the KSAa to the job if
training is the chosen solution to the PD; where to
collect data to identify the causes of PD

Operational Analysis
Determines exactly what is required of
employees in order for them to be effective:
KSAs

required to meet expectations.

Characteristics of task environment (work flow,
ergonomics, etc) to be able to meet expectations.

Incumbents & supervisors are questioned.

WHAT TO ASK?

WHOM TO ASK?

Mission, Goals & Objectives

-Is there any general understanding of the
above?

Top Management
Department Managers
Incumbents

Social Influences
Feeling about meeting goals?
Social pressure for achieving goals?

Top Management
Department Managers
Incumbents

Reward System

Top Management
Department Managers
Incumbents

Job Design

Supervisors
Incumbents

Job Performance

Supervisors
Incumbents

Methods & Practices

Department Managers
Supervisors
Incumbents

Job Analysis

What is the Job?

Where to collect data?
Whom to ask?

Incumbents
Supervisors

Who should select incumbents? How many to

ask?
How to select?
What to ask about?

Job Analysis Techniques

Worker oriented approach

Task oriented approach
e.g., job-duty task method

Rate KSAs as Importance to this job as:

Doesn't apply / Minor / Low / Average / High /
Extreme &

Its Importance at the time of hire.

JOB

TASKORIENTED
APPROACH

WORKERORIENTED
APPROACH

Garage
Checks tire pressure
Attendant

Obtain information from

visual displays

Machinist Checks thickness of

crankshaft

Use of a measuring device

Dentist

Drills out decay from

teeth

Use of precision
instruments

Forklift
Driver

Loads pallets of
washers onto trucks

High level of eye-hand

coordination

Job analysis when no incumbents are

present

Contact the manufacturer & ask if that / similar

equipment was used elsewhere.
Obtain specifications & operating manuals for the new
equipments.
Interview engineers responsible for designing the new
equipment.
Obtain blueprints & layouts of the physical equipment as
well as flowcharts of the operating software.
Identify two main tasks as per Task & Worker oriented
approach.

Job Analysis indicate expected

performance
Gives a list of tasks & KSAs required to
perform the job.
Task information is used to:
Identifying the expected behavior
Developing actual training programs
Evaluations of the training

Task information leads to identification of

KSAs

Competency Modeling
Develop key competencies required for the job.
Competency (U.S) is a cluster of related KSAs that
differentiate high performers from average
performers.
Competency (U.K, Aus.) is what someone needs to
be doing to be competent at their job.
More generic in nature.
Longer-term fit.
Include KSAs + feelings & motivation.
Tie into corporate goals.

Advantages

Training based on task analysis can be dated

quickly as work undergoes dynamic changes.
Nature of work is changing & employees are
expected to involve in decision making &
customer satisfaction.
Corporate downsizing is changing tightly defined
jobs to a more flexible work design.
Competencies help HRD focus its training.

How is it done?

Meet upper management

Identify specific jobs.

Meet high performers from those jobs and their supervisors to:

Determine strategies/goals specific challenges or specific focus.

Generate some tentative competencies.

Determine critical incidents that distinguishes high performers.

Focus on the aspects that tie into the strategic direction of the company.
Formulate some tentative competencies.

Determine the competencies that overlap with upper management

competencies.
Verify the preceding information with another group pf high
performers and their supervisors.
Link this information to job analysis information obtained from the
job to articulate specific KSAs that make up the competency.

Person Analysis
Methodology to identify those incumbents
who dont meet the performance requirements
(PD = EP AP)
In the proactive analysis, EP is what is needed
in the future and AP is the current
performance level.

Where to collect data from?

Performance Appraisal

Supervisor Ratings
Self Ratings
360 Degree Performance Review

Performance Data
Used to judge likelihood of Deficiency being a KSA issue:

Low Distinctiveness
(in many areas)

High Distinctiveness
(in one area)

High Consensus
(with many people)

Unsure

Low

Low Consensus
(with less people)

High

Unsure

contd..

Proficiency Tests

Cognitive Tests:

Behavioral Tests:

Measure levels of knowledge

Paper & pencil Test in groups.
Determine needs related to skills required on the job.
Incorporate work samples.
Assessment Centers.

Surveys:

To judge attitude.

Gathering TNA Data

Final Thoughts
For conceptual understanding, divide the TNA into 3
distinct factors:
1.
2.
3.

Organization
Operation
Person

For the TNA to be effective, ensure that the organization:

Allows developmental appraisals.
Allows self appraisal.
Places high value on developing subordinates.
Provide opportunities for training & mentoring.

Outcomes of TNA
Identification of PDs.

Identification of their causes.

Deciding whether they are important enough to

be fixed up.
----------------------------------------------------------
Training Needs
-PDs that are due to lack of KSAs & for which training is a

solution.

Non-Training Needs

Non Training Needs

Where training is not the best solution.
No KSA Deficiency. Caused by:
Reward / punishment
Inappropriate / inadequate feedback
Obstacles in the system

KSA Deficiency. Solutions could be:

Job Aids
Practice
Changing the job

Approaches to TNA

Proactive TNA

Focuses on future HR requirements.

Prepare for future promotions/transfers.
Prepare for changes in the current job.
e.g., Succession Planning

Reactive TNA (Repair Act)

Begins with existing PD.

Focus mainly on one department.
Those who show PD are the key trainees.
Focuses on a particular part of the job.

Teamwork
in conducting
training need analysis

Teamwork
Teamwork is all about performing a task in a team,
where in all the members contribute to achieve a
specified goal.

Training need analysis (TNA)

Investigation forms the basis of training need

analysis and effective investigation leads to
effective TNA.
It involves observing the day-to-day operations
of the organization and interact with people at all
levels, from production line to management
Maintain informal contacts with individuals
throughout the organization

TNA (contd)

Regularly assess the attitudes and feelings

of the organizations staff
Stay abreast of all policies, procedures and
standards relating to work performance
Formally and informally gathering input
from various constituencies

Formation of task force in

To conducting
do an effectiveTNA
TNA, a permanent task force
is essential
Task force should include representatives from
each department for effective TNA
Choose those who know and care about the
situation
Identify a contact person or champion who is
committed to training and whom you can call
upon for support and resources

TNA and Design

Once the needs assessment is completed and training objectives are clearly
identified, the design phase of the training and development process is initiated:

Select the internal or external person or resource to design and develop

the training.

Select and design the program content.

Select the techniques used to facilitate learning (lecture, role play,

simulation, etc.).

Select the appropriate setting (on the job, classroom, etc.).

Select the materials to be used in delivering the training (work books,

videos, etc.).

Identify and train instructors (if internal).

The outcome of Analysis phase creates blueprint

for the design phase.
Suppose a TNA is completed and identified that supervisors need
training in effective communication skills. We then need to make
some decisions, such as

What method of training to use

How much time to allot for the training
How many trainees to train at the same time
Whether training be on company time
Whether training be voluntary or mandatory
On or off-site location for training

Thank You !!!!!