The Training Needs Analysis Process
Published on: Wednesday, 21 December 2011
The First Step in the Training Process
Performing a training needs analysis is the first step in the training process and is critical for a successful program. The purpose of a needs analysis is to determine that training is the best solution and identify what training is needed to fill the skill gap. This step is often disregarded for reasons such as time constraints or lack of perceived value by management. Skipping the training needs analysis, however, can cause major problems later. Time, resources and dollars may be wasted on training that was unnecessary or ineffective.
A training need exists when there is a gap between what is required of a person to perform their job proficiently and what they actually know or can do.
Why do a TNA?
A TNA will provide you with information from which informed decisions can be made. This is integral to the development of any effective organization.
The reasons for conducting a training needs analysis are:
- To determine whether training is needed
- To determine causes of poor performance
- To determine content and scope of training
- To determine desired training outcomes
- To provide a basis of measurement
- To gain management support
- To ensure the continuing motivation, interest and satisfaction levels of organization staff
Performing a training needs analysis is most appropriate when training is requested for a performance issue, when new information systems or business processes are introduced, and when your organization mandates training.
The TNA Process
Planning is essential to the TNA. There is always a clear plan for the process. For example:
- Agree Purpose and Scope
- Collect Background Information
- Plan the Detailed Investigation
- Collect Information about Skills, Knowledge, Attitudes and Behavior
- Analyze Data
- Communicate the Results
At the end of this process you will have the information you require to prepare a training plan and for subsequent evaluation.
Agree Purpose and Scope
- Clarify why you are doing the TNA: what do you want to measure? Knowledge, skills, attitude?
- What will you measure these against? Job descriptions, job analysis, customer feedback, management feedback?
- Establish the operational scale: the organizations/departments/categories of staff you are surveying and the budget available
- Establish time scale
- Establish access to existing data: e.g. statements of aims; objectives and priorities; manpower data; problems (reports); previous TNA reports
- Recognize the constraints: who you can/can’t see; time and money
Collect Background Information
- What are the main issues affecting the organization right now?
- What might future issues be?
- Who do you need to consult for clarification on these?
- Who do you need to get commitment from for action?
Plan the Detailed Investigation
- How will you go about it?
- How will you organize/collect data?
- Will the method(s) provide you with valid findings?
Collect facts and opinions about priority issues, skills, knowledge, attitudes and behavior.
- Use a variety of methods to ensure valid findings
Analyze Data to Determine Priority Training Needs
- Bring all information together
- Identify key activities and priorities
- Check you can get commitment
- Consider how you will present the findings
Communicate the Result
- Presentation
- Written report