Training Needs Analysis (TNA) Cycle

didactics demand Analysis (TNA) CycleTraining Needs Analysis (TNA) is the first stage in the systemic didactics regular recurrence and is also a process the discip rake and human capital professionals undertake to identify both gaps in employee knowledge. The systemic didactics cycle comprises of the undermentioned stages instruction initiation, tuition delivery, and evaluation). The basic of a basic structure for a modern effective and socially responsible prep and development form _or_ system of government is the assessment of the gaps that exist between what the employee essentially has and what they require in terms of skills, knowledge and attitudes in term of process. However, the nature and purpose of a TNA basis brace different meaning and perspectives depending upon the various people and organizations in the process, resulting in misunderstanding intimately expectations and what dirty dog be achieved.Boy dell (1976) one of the earliest writers astir(pred icate) TNA, proposed a domineering burn up to training call for that had its origins in analyzing requirement through a system based on organizational objectives. It is important that a training policy must furnish the basic system and focal point guide for the people who be involved with the process of anatomying and developing training manuals within the organization-for cause whether manuals must contain the training policy whether manuals are course-specific or job-specific or departmental specific who is responsible for designing and whether the media formats of manuals are printed, online, etc Boydell (1976, P.4) say that A training need exits when the application of systematic training leave behind serve to overcome a particular weakness. He also argued that, The identification of training need must in that locationfore be resolved before training itself underside be usefully undertaken.A TNA is an effective way to identify any gap between the skills a busines s need and those that employees take for. It involves gathering information to locate areas where employees could improve the performance, Employee surveys, palmment observations, customer comment, company meeting and inspection keister be utilized to collect this information, A TNA can assist in clarifying the objectives in training staff and this is invaluable for ensuring that money is spent on training that will enhance that achievement of the business objectives.Bartram and Gibson (1994) stated that, Analyzing training necessitate provides a focus and direction for investment on organization has to mend in its people.Similarly, Bee and Bee (2003) asserted that business to close any performance gap.To carry out a TNA, you need toAnalyze your business goals and skills to meet these goals.Determine whether you are changing your products or business processes and what information or training employees will need to be effective in their job.Evaluate who you want to train and ho w ruff to reach themEstablish how staff will best accept and integrate training and their preferred learning methodEvaluate the training in habitation and decide what your company can and cannot provide in the way of in house training funding and time.Assess which consultants or training provides can withdraw these gaps.Take a decision on which type of training fits your needs best.Two political considerations influence TNAs were noted by Read (1994) They are establishing who has willpower of the TNA will indicate whether the finding are ignored or implemented and the person who genuinely pas for it will indicate the real client, who is normally senior management. However, this systematic approach to TNA inclines to concentrate largely on organizational perspectives. Reid and Barrington (1999) recognized these perspectives, but asserted that these needs can occasionally conflict, e.g. long-term development for an individual and drop of promotion chances whitethorn be at varian ce with each other.It is important to assess kills gaps at all leers of the business. Learning and development are on-going and pro-active (Sloman, 2003). They should not discombobulate to wait for business needs and training objectives to be set before embarking on a program. Thus, individuals need to be more responsible for their own learning, quite an than waiting for the organization to guide them. Seeking employee input can be particularly revealing as they are ore likely to experience the daily problems that arises when there is a skills gap. This makes them well placed to identify the skills and training they need in order to improve performance.The Meaning of TNA for Different GroupsPotential conflicts between the organization managers and recipients about the ownership and purpose of TNA are unhelpful and counter-productive. Research was conducted among three separate groups to examine their understanding of TNA and identify alikeities and differences, in order to help i n end some of the misunderstandings.Passenger transport managers who had been recently queried about training needsTraining managers from other organizations and responsibility from TNA, andTraining consultants who work independently and who predominantly design and deliver training based prior TNA investigations.Data collection involved the distribution of the different questionnaires about the purpose and process of conducting TNA to the three groups above. Most of the questions were similar across the groups with additional ones being directed to specific groups depending upon their background. Following u are individual interviews involving each of the groups.The facts were then studied using grounded theory (a method which involves developing a theory derived from the themes emerging from the info). It can be gathered form the table that there are both commonalities and some noticeable differences denotative that business needs were a dominant focus for all groups and that t his should be constantly considered throughout the systematic training cycle.Conclusions and RecommendationsThe analysis revealed a number of findings to which recommendations bear been madeBusiness needs emerged as the main focus of training needs analysis. These business need should be draw inly communicated.From an individual perspective, the person may wish to learn different knowledge, skills, and attitudes atc, than those prescribed by the organization. It may be advisable to consider both sets of needs.The various people involved with the TNA process should be aware of their part in the whole process. This should involve clear communication about its purpose, the process and decisions about training will be made.Personnel involving with TNA should be aware of the expectations arising from those who are on the receiving end of the investigation. Often, genuine concerns were raised which were ignored because there are more important priorities, but if so, this should be commu nicated sensitively.A clear and transparent process will enhance trust in the process and the organization. It will also encourage those in human resource and other management positions to create a more democratic process.Defining TrainingAccording to Nadler (1984)Training is the organizational activity which aims to improve an employees performance.Education consists of activities designed to prepare employees for proximo jobs.Development is those learning activities designed to help the individual employee grow but which are not confined to a particular job.Nearly all companies provide training for their employees but there is a great variation in the amount of educational and developmental activities organized by firms. Training maybe specify as the attempt by an organization to change employees through the learning process so that they are able to execute their jobs as efficiently as possible. Training curriculums must be designed to maximize learning. Training may or may not be conducted in a classroom. Learning can take place in a variety of situation, none of which requires a classroom.The Benefits of TrainingIn general, the benefits of training outweigh its costs, even when those positive outcome cannot be evaluated in financial terms. Robert Steinbach (2004) says, Inadequate training leads to poor performance, angry customers and high turnover exactly the kind of problems that keep supervisors too busy to focus or training. Talk about a vicious circleThe advantages of effective training includeTraining increases workers productivityTraining increases workers job satisfactionTraining keeps workers skills and knowledge up-to-dateTraining helps to motivate workersTraining helps to increase worker productivity by improving their ability to do their period job. Learning organizations take proactive steps to retain employees knowledge within the organization. Training is a major financial investment for the employer and reasonable returns are pass jud gment. A systemic approach to training is the best way to ensure effective training. The steps to be followed in organizing a training programme are listed belowIdentify Training NeedsSet training ObjectivesDesign the Training ProgrammeImplement the Training ProgrammeEvaluate the Training ProgrammeBefore organizing a training programme, a training needs analysis should be carried out. Timothy Ho Ha Yin (2003) describe a training needs as the gap between an actual situation and the desired situation. Situation may refer to job performance, knowledge, skills, behavior or attitudes. In other word, gap analysis indentifies the difference between what is actually happening and what was objectned to happen.The training needs assessment is best conducted upfront, before training solutions are budgeted, designed and delivered. The output of the needs analysis will be a document that specifies why, why, what, who, when, where and how.The document should contain the following questionsWhy do people need the training?What skills need imparting?Who needs the training?When will they need the new skills?Where may the training be conducted?How may the new skills be imparted?Thus training is needed whenIndividual workers are facing difficulties in performing their jobs satisfactorily.New workers are hired.New technology and procedures are introduced.Individuals are transferred or promoted.A major change such as a optical fusion takes place.In clarifying the purpose of the Training Needs Analysis (TNA), the following should be consideredAt the organization level?At the project level for a specific project? orAt the department level for specific employees?Your answers to these questions will decideWho will conduct the Training Needs Analysis (TNA)How the Training Needs Analysis (TNA) will be conducted andWhat data sources will be usedTo carry out an analysis of the employees training needs, certain steps should be followedIdentify a performance problemDecide whether the probl em is serious enough to justify actionIdentify the cause of the problemProduce secondary solutions to the problemChoose the best solution and implementTraining Needs Analysis (TNA) must be carried out continuously as there is no short-cut to effective training and those involved in indentifying needs mayRequire supervisors to prepare a report on the training needs of each and all worker reporting to them, especially new staff undergoing probation.Require all workers to periodically assess their own knowledge and skills and apply to attend training in areas in which they are weak.Require workers to evaluate the strengths and weakness of supervisors, so that appropriate training can be organized for and supervisors who are unable to effectively manage their sections well.The focus of these involved in organizing training must be the needs of the employees and the organization. To ensure only, relevant programmes are offered, some organizations utilize a competency approach whereby a careful analysis is conducted of each job grouping in the organization to identify the competencies heeded by employees at various levels in the job concerned. An example is shown belowSet Training ObjectivesAs the main aim of training is to improve employees abilities and performance on the job, hence clear and specific objectives for each programme must be tabled. The objectives should be quantified as measurable objectives which are crucial in the evaluating process. They also act as a guideline to the trainee as what is expected of him/her. As Mager (1984) says If you know where you are going, you have a better chance of getting there. An ideal training programme objective comprises of three parts and includes a statement ofTerminal behaviorStandards to be achievedConditions of performanceTraining Needs Analysis MethodEmployee Performance AppraisalDuring the final part of the performance idea discussion, each workers manager discusses training and development needs. In general , the manager constructs an employee Performance Development Plan in collaboration with the employee being appraised. The Plan takes into considerationthe organizations strategies and plans concur employee goals and targetsthe employees performance resultsthe employees role descriptionfeedback from internal/external customers and stakeholders, andthe employees state career aspirationsImprovement ProjectTo carry out this successfully, the performance consultant needs to be familiar in process improvement methods and employee motivation theory and practice. Examples of improvement projects include planned and structured attempts to decrease the incidence of product defects, increase gross sales volume and reduce the number of customer complaints. The causes of underperformance needs to be determined through a series of structured questions. Possible causes and solutions are discussed and training solutions identified, where appropriate. When training is identified as suitable solutio n, we recommend a training needs analysis questionnaire (with the suitable stakeholders) which will give you the information needed to the program design phase.An effective Training Needs Analysis questionnaire worksheet will cover at least the following areasTraining Needs Analysis ContextProject buy atReason for RequestParticipant RolesOrganizational ObjectivesTraining Program ObjectivesTarget PopulationNumber of ParticipantsLocationDepartmentEducation/ExperienceBackground sure Job ExperienceCurrent Performance vs Expected PerformanceLanguage/Cultural DifferencesAnticipated AttitudesTask DescriptionTask DescriptionFrequency increasePerformance CriteriaConditionsUnderpinning KnowledgeConstructing a Training CalendarThe main objective of this tool is to ensure that it needs to be tailored for your specific organizations real needs as many managers are not skilled in identifying which of their problems can be solved by training and which cannot. Make sure you engage in constructive communication about what their real problems are and which of them can be addressed through training. Consult your management team by studying which of the following areas required to be included in your training calendarmanagement, leadership and supervision skillssoft skills, such as communication and conflict resolutionenvironment, health and safetyhuman resource processes, such as performance managementbusiness skills, such as strategy, planning and process improvementtechnical line and staff skills such as telephone etiquette and inventory managementData SourcesIn conducting a Training Needs Analysis (TNA), a number of factors have to be considered before selecting which data sources. These factors includethe amount of time you have availablethe human resources you have availablethe level of accuracy you requirethe reliableness of each data sourcethe accessibility of each data sourceThe data sources that you have available may includeinterviews/surveys with supervisors/manager sinterview/surveys with employeesemployee performance estimation documentsorganizations strategic planning documentsorganization/department operational plansorganization/department key performance indicatorscustomer complaintscritical incidentsproduct/service quality dataTechniques for Determining Specific Training NeedsA number of practical methods can be used to gather data about employees performance. None of these methods can stand alone. Always use at least two. One of those that should be chosen should always be observation.ObservationInterviewsQuestionnairesJob DescriptionsThe Difficulty Analysis fuss Solving ConferenceAppraisal ReviewsDrive Pattern IdentityAnalysis of organizational PolicyWhatever the method used to identify training needs, at least the following three points must be kept in viewThese methods should be used in combination, that is, there should be no habituation on only one method.They may be used to identify training needs of each of the various groups of employees.They should be applied to individual employees since training needs vary with each employee.Sales Staff Training Needs AnalysisTelecoms Malaysia, a major telecommunication provider, is hiring sales staff for its business. The skills included are important in our sales representatives who are dealing with customers directly, Thank you for your time completing this analysis. At Telecoms Malaysia we are examining our human resources needs and exploring what can be do to provide our employees with the resources and materials you need in order to do your job most effectively. Building sales competencies will be a critical strategy for step-up and planning. Thank you for your time and energy in making Telecoms Malaysia the best it can be.In the questionnaire below, place a check mark in the column that reflects your current level of skill or ability for each skill listed. Rank your skills on a sliding scale, with 1 being poor or beginner-level skills and 5 being strong skills or more advanced experience in that area. Your responses will help us determine your current skill set, so we can plan the most effective training program to help you excel at your job.How to Use this Training Needs Analysis QuestionnaireWhenever youre conducting a training needs analysis, youre looking to evaluate the current skills of your staff so you can figure out what areas they need the most training in. Having a proper training plan in place means that workers can work more productively and efficiently, because theyll have the skills they need to get the job done right.After distributing a training needs analysis questionnaire like the one above, you have to analyze the results.The first step of doing that is deciding which of the skills listed are the most important to your business. Mark them or bring out them. Then look at those most important skills and see which of them has the lowest ranking based on employee feedback (the most 1s and 2s for example). These should be your priority areas for employee training. Theyre the weakest skill sets in the most important areas for your company.Once youve taken care of training in those areas, you can decide if the questionnaire results show training in other, less important, areas is also deserving pursuing.