How to conduct a Training Needs Analysis
Author: Carolyn Claridge
A successful training needs analysis will identify those who need training and what kind of training is needed.
Some sources that can help you determine which needs analysis is appropriate for your situation are described below*:
- Organisational Analysis. An analysis of the business needs or other reasons the training is desired. An analysis of the organisation’s strategies, goals, and objectives. What is the business overall trying to accomplish? What support will the senior management and managers give toward training? Is the business overall supportive and on-board with this process? Are there adequate resources (financial and personnel) to perform the analysis and provide the training if it is identified?
- Person Analysis. Analysis dealing with potential participants and training programs which would be involved in the process. The important questions being answered by this analysis are who will receive the training and their level of existing knowledge on the subject, what istheir learning style, and who will conduct the training? Do the employees have required skills? Are there changes to policies, procedures, software, or equipment that require or necessitate training?
- Work analysis / Task Analysis. Analysis of the tasks being performed. This is an analysis of the job and the requirements for performing the work. Also known as a task analysis or job analysis, this analysis seeks to specify the main duties and skill level required. This helps ensure that the training which is developed will include relevant links to the content of the job.
- Performance Analysis. Are the employees performing up to the established standard? If performance is below expectations, can training help to improve this performance? Is there a Performance Gap?
- Content Analysis. Analysis of documents, laws, procedures used on the job. This analysis answers questions about what knowledge or information is used on this job. This information comes from manuals, documents, or regulations. It is important that the content of the training does not conflict or contradict job requirements. An experienced worker can assist (as a subject matter expert) in determining the appropriate content.
- Training Suitability Analysis. Analysis of whether training is the desired solution. Training is one of several solutions to employment problems. However, it may not always be the best solution. It is important to determine if training will be effective in its usage.
- Cost-Benefit Analysis. Analysis of the return on investment (ROI) of training. Effective training results in a return of value to the organization that is greater than the initial investment to produce or administer the training.
Several basic Needs Assessment techniques include:
- direct observation
- questionnaires
- consultation with persons in key positions, and/or with specific knowledge
- review of relevant literature
- interviews
- focus groups
- assessments/surveys
- records & report studies
- work samples
There are hundreds of models, checklists and guides on performing a TNA in an organisation, but a simple model I have found to present to staff and senior management to outline the process without the “specialist HR-speak” is replicated below (discovered from pinstake of all sites), to enhance understanding and support for a structured approach.
Who can live without the internet these days? In business particularly! Researching the web for methodology on performing a TNA and delivering (and monitoring) the training activities resulting from this analysis is well worth this research. There is a plethora of information available.
* © Copyright 2015, HR-Guide, LLC. Sourced from http://www.hr-guide.com/ (February 2015)
