Training needs analysis (TNA)
Training needs analysis is a four-step process involving:
- Finding out what the job requires.
- Sources of information are interviews, surveys, observations, job descriptions, and
internal or national occupational standards. - Finding out what is happening at present.
- Fact finding and analysis based on review of appraisal forms, performance against
standards, performance compared to previous years. - Analyse areas where weaknesses exist and their impact on performance.
- Identify the skills gap.
- Finding out what is needed to fix the gap.
- Separate the training from other elements such as poor supervision and recruitment
problems, poor motivation or practical obstacles. - Devising a plan.
- Agree on the kinds of training that will have real benefits.
- Decide on the training approach to be used.
- Develop core training for key groups of staff.
- Ensure that the training will be supported by other operational procedures such as
the performance appraisal system and standard working arrangements. - Prioritise activities according to need and potential payback.
Summary
The process of identifying and specifying training needs is a specialist activity that
should be done by training professionals in close consultation with colleagues.
It is likely that a full scale TNA will only need to be done every three years or so,
unless there is a significant organisational change or an unacceptable decline in per-
formance. A good needs analysis exercise should produce a training plan for the organi-
sation that meets all the needs of different groups of staff for the medium term. Whether
the management has the funds and the commitment to implement the plan is another
matter.
As a manager of staff, one should play a role in the identification of training needs by
talking to staff about their own needs and the problems they have in their jobs.
Systematic training model
The systematic training model (Mckenna & Beech 2002; Mankin 2009) sets out the
process to be used in the task of ensuring that training and development initiatives are
successful. It is a step-by step process (see Figure 8.1). The scope of human resource
training and development activities depends on the corporate strategy and policies of the
organisation as well as the availability of funds. Training itself is a process summarised
below:
- Deciding on the organisation’s approach towards training at the most basic level.
For example, does the organisation hope to recruit staff that are already appropri-
ately qualified for the job? Or does the organisation want to make a significant in-
vestment in training? - Developing the training policy and strategy as the framework for training activities.
- Identifying training needs.