TRAINING NEED ANALYSIS SPIRIT OF HR.in

Training Need Analysis A training needs analysis is a systematic approach for determining what training needs to take place

TNA (Training need analysis/ assessment) - Importance Understand the areas of training to be delivered Identify the target trainees Establishing the objectives. Categorizing the types of training needed. Review current and past training programs Assess the current performance level of the employees Obtain better outcomes with optimum utilization of resources. Establishes relevance of training for employees. Data obtained from training needs analysis reveals training requirements.

Training needs analysis address the following questions  What training is needed and why?  Where is training needed?  Who needs training?  How will training be provided?  How much will training cost?  What will be the impact on business?

If needs assessment is not properly conducted, any one or more of the following situations could occur: Training may be incorrectly used as a solution to a performance problem. Training programs may have the wrong content, objectives, or methods. Trainees may be sent to training programs for which they do not have the basic skills, prerequisite skills, or confidence needed to learn. Training will not deliver the expected learning, behavior change, or financial results that the company expects. Money will be spent on training programs that are unnecessary because they are unrelated to the company’s business strategy.

TNA (Training need analysis/ assessment) Documentation within the organisation ( E.g. appraisal docs, reports) Observation (Customer Service) Surveys (Customer Satisfaction/ Mystery Audits/ Client Feedback) Interviews (With the supervisors) Suggestion box Meetings HARD INDICATORS – Sales, Customer Satisfaction, Production, Quality- defects, Accidents at work SOFT INDICATORS – Job Satisfaction, Stress, Attrition

Exercise Imagine you are the manager of a factory with 500 workers making ice cream for export to Europe. What information and evidence do you need before you can say the employees need training? Try to list 5 ideas.

Response to exercise Accidents report Sick leave report Employee compensation statistics Product quality control report Wastage report Efficiency report Machinery out-of-order report Staff discipline report Staff enquiries & complaints Guests complaints Refusal of orders made Quality of product report Market needs & trends Demographic data & background of employees

Causes and Outcomes of Needs Assessment

Key Concerns of Upper-Level and Mid-Level Managers and Trainers in Needs Assessment

Who Should Participate in Needs Assessment Job incumbents – employees who are currently performing the job. Managers, employees, and trainers Subject matter experts (SMEs) are employees, academics, managers, technical experts, trainers, customers, or suppliers who are knowledgeable with regard to Training issues including the tasks to be performed. Knowledge, skills, and abilities required to perform tasks effectively. The necessary equipment. Conditions under which tasks will have to be performed.

Methods Used in Needs Assessment Focus groups are a type of SME interview that involves a face- to-face meeting with groups of SMEs in which the questions that are asked relate to specific training needs. Benchmarking is often used by companies to determine best practices. This information is summarized and shared with participating companies.

Methods Used in Needs Assessment

TNA (Training need analysis/ assessment) - Methods Documentation within the organisation ( E.g. appraisal docs, reports) Observation (Customer Service) Surveys (Customer Satisfaction/ Mystery Audits/ Client Feedback) Interviews (With the supervisors) Suggestion box Meetings HARD INDICATORS – Sales, Customer Satisfaction, Production, Quality- defects, Accidents at work SOFT INDICATORS – Job Satisfaction, Stress, Attrition

The Needs Assessment Process

Organizational Analysis Focuses on three factors The strategic role of training based on the organization’s strategy Support of Managers and Peers for Training Activities Training resources, including money, time and expertise, need to be identified

Person/Individual analysis Helps to identify who needs training By examining whether current and expected performance match. Factors considered : Employees’ readiness for training: Employees have the ability, attitudes, beliefs, and motivation to learn program content and apply it on the job. The work environment (Resources availability & social support) Person characteristics : knowledge, skill, abilities, attitudes and motivation, Basic skills, Cognitive ability, Self- efficacy(employee belief that they can perform) Input: instructions and resources provided Output: refers to the job’s performance standards(high/low) Consequences: refers to the incentives employees receive for performing well Feedback: information employees receive while they are performing about their performance.

Training content and prerequisites can then be determined. Task analysis Description of the tasks performed on a job Knowledge, Skills and Abilities required to perform those tasks. Four primary steps to a task analysis : A job or clusters of jobs are selected to be analyzed preliminary list of tasks performed on the job is developed: by interviewing and observing employees and managers as well as talking with others who have performed a task analysis. preliminary list of tasks is validated: by asking a group of SME’s to know How frequently the task is performed? How much time is spent performing the task? How important or critical the task is for successful job performance? How difficult the task is to master? Whether performance on the task is required of entry-level employees? The knowledge, skills and abilities required for each task are identified: via interviews or questionnaires Training content and prerequisites can then be determined.

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