1. Becoming a trainer – training needs analysis

2. Aims and objectives
Aim: to explore the training needs analysis stage of the training cycle
By the end of this workshop, you should be able to:
describe the need for training needs analysis
identify the different methods of TNA and know how/when to put them into practice
But what is TNA? – the systematic gathering of data to find out where there are gaps in the existing skills, knowledge and attitudes of employees.
Often follows on from a business strategy – in healthcare, this could be different – in what way? (eg action plans)

3. The training cycle

4. Training needs analysis – the purpose
To identify shortcomings in performance?
To find out an individual’s training need?
Knowledge, skills and attitude – the analysis of gaps in knowledge and skills identifies what employees will need to learn in order to be fully competent in the jobs they will be doing now and in the future
K,S, A most important way to look at TNA.

5. Training needs analysis – why bother?
Assessing individual training needs is important because
learners come from different backgrounds
learners vary in their strengths and weaknesses
some learners might need more help to cope
it informs for future learning and training planning
it enables staff to develop and achieve personal and career goals
Effective retention strategy
Makes training cost-effective

6. Training needs analysis
Three levels:
Organisational – general need or area for development – aim is to understand the amount & types of learning that will be needed to ensure all employees have the right knowledge, skills & attitude to perform their job
Occupational/Departmental – skills for particular jobs – new and changed jobs, re-organisation and change
Individual – skills required within the other two areas. This is often carried out at appraisal. Needs may cover enhancing skills to improve performance to deal with forthcoming changes, or developmental needs that will enable the individual to progress their career
The three levels need to be considered in conjunction with one another
2 way dialogue with managers when information is being sought for a TNA and when the results of the analysis are communicated.

7. Key steps in conducting a needs analysis
identifying the gaps between current and desirable practice and selecting areas that need to be addressed.
analysing the gaps and determining what is causing them
identifying ways of satisfying these needs. This could range from providing a resource, or ensuring a trainee gets exposure to a particular patient, through to a formal training session.

8. How do you identify needs?
Appraisals
Interviews
Mistakes/problems
Introduction of new systems
Psychological assessment
Direct observation
Job analysis
Auditing
Analysis of records
Questionnaires
Focus groups
Discussion of methods – what method would you use in what setting? And why? How do they relate to your line of work?

9. Next steps
Feedback – formal report (to senior management) or part of planning process
Prioritising needs
Learning or training plans
Formal training or further study
Informal training
PDPs
Prioritising needs - concentration on learning outcomes is important. Once there is agreement about the learning that has priority, then you can start to work out how that learning will be facilitated – via formal training or other means (listed) helps to start to budget time and resources.

10. Aims and objectives
Aim: to explore the training needs analysis stage of the training cycle
By the end of this workshop, you should be able to:
describe the need for training needs analysis
identify the different methods of TNA and know how/when to put them into practice

11. Further reading/Resources
Learning theories - Theory into Practice database –
European Learning Styles Information Network –
Training needs analysis – Boydell T. & Leary M. (1996) Identifying Training Needs, CIPD