1. TRAINING NEED ANALYSIS
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2. Training Need Analysis
A training needs analysis is a systematic approach for determining what training needs to take place

6. 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.

8. 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?

10. 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.

13. 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

14. 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.

15. 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

16. Causes and Outcomes of Needs Assessment

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

18. 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.

19. 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.

20. Methods Used in Needs Assessment

21. 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

22. The Needs Assessment Process

23. 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

25. 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.

27. 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.

29. THANK YOU
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