Assessing the Value of Training  Training can result in improved profitability for XYC while lowering staffing costs.  Training can result in a higher quality of the products XYC produces, and the services the company provides to its customers.  Training should be based upon the overall needs of XYC to ensure that it is relevant to staff and customers.  Training should meet XYC’s needs, and enhance employees’ skills levels.

XYZ Corporate Training Needs Assessment CONDUCTING A TRAINING NEEDS ASSESSMENT By: Marcia Hawk

Why Conduct a Training Needs Assessment? A Training Needs Assessment (TNA) provides information on training and skills development for employees. It is usually the first step in identifying and preparing a training plan for an organization. An Organizational TNA helps organizations:  Identify the gap between current and required levels of knowledge, skills and aptitude.  Identify what the general content of training should be.  Provide the basis for a training plan.  Provide a baseline for the evaluation of a training plan.  Ensure that appropriate and relevant training is delivered.  Maximize use of human resources.  Identify performance goals and the knowledge, skills and abilities needed by a company’s workforce to achieve those goals.  Identify gaps in training.  Focus resources on areas with the greatest training needs.  Address resources needed to fulfil the organizational mission, improve productivity, and provide quality products and services.

Common TNA Questions Conducting a TNA allows training departments to delivering training to meet the training needs of employees and customers. Some common questions in a TNA are:  Are there external factors that affect XYC economically, socially and technologically that training could potentially alleviate?  What are the most important issues facing XYC?  How will training impact productivity, competitiveness and long term sustainability of XYC?  What levels and types of training currently exist?  What are the specific training needs in each department?  Do departments have a training budget?  Does the company have a dedicated training development team?  Are there specific groups that should be targeted for training?  Which training program should be given priority?  What methods of delivery should be used (Classroom Instructor-led, eLearning, Blended—combination of eLearning and ILT)?  What are the key roles/areas in XYC?  What are the key skills linked with each of these roles/areas? Is there a Job-Task list?  What skills gaps currently exist?  Approximately, how many people need to be trained?  Are there critical milestone dates?

Methods for Conducting a TNA Focus Group method A Focus group allows us work with key stakeholders to determine their training needs. A series of brainstorming sessions is a great way to exchange ideas about the type of training that is needed. Alternatively, we could work with one department to establish the Training function and use our successes to promote it. If we are able to engage key stakeholders, we could discuss the following:  Business challenges facing XYC  Company training needs and any skills deficiencies  Common training and development needs  Current training practices and approaches  Evaluate what types of training would work best for staff development  Identify gaps in current training Survey Method Surveys allow us to define specific questions that need to be answered in order to identify corporate and employee level training needs. One survey could target executive and senior level leadership. Another survey could target mid- level managers and team leads. Employee-level surveys are a good method to identify training needs. Interview Method Interviewing stakeholders is another method of identifying corporate and employee-level training needs. This works only if stakeholders understand their vested interest in training.

Training Needs Assessment Documentation  A TNA documentation template is being developed.