Training Needs Analysis: A Systematic Approach

Raymond Palisoc
Datacom Presentation
11/15/2010
V1.0
Objectives of this course

• Defining Training Needs Analysis

• Who does TNA?
• When do we do TNA?
• Why TNA?
• Doing TNA
Training Needs Analysis

• A formal process of identifying training gaps and

its related training needs.
• Its process often covers the review of training,
task analysis, identification of the training gap,
statement of the training requirement,
assessment of training options and cost benefit
analysis of the training options.
• Often used as part of the system development
process.
A step back…

Training can be described as “the acquisition of skills, concepts or attitudes that result in
improved performance within the job environment”.

Training needs analysis looks at each aspect of an operational domain so that the initial
skills, concepts and attitudes of the human elements of a system can be effectively
identified and appropriate training can be specified.
• A trainer, consultant or any individual immersed in operations performs a needs analysis to
collect and document information concerning any of the following three issues :

1. Performance problems
2. Anticipated introduction of new system, task or technology
3. A desire by the organization to benefit from a perceived opportunity

• In all three situations, the starting point is a desire to effect a change. Given this, one must
know how the people who will experience change perceive it. In the absence of a needs
analysis, one may find employees resistant to change and reluctant to training. They may
be unable to transfer their newly acquired skills to their jobs because of the organizational
constraints.

• A needs analysis often reveals the need for well-targeted training areas. However, we must
keep in mind that training is not always the best way to try to close a particular gap
between an organization’s goals and its actual performance. Those conducting the needs
analysis must get a clear idea of the problem, look at all possible remedies and report on
their findings to management before deciding on the best solution.
Benefits of Needs Analysis

There are several benefits to conducting a Training Needs Analysis in advance of

embarking on a training program.
Accelerating Performance provide a customized Training Needs Analysis process to help
identify, assess and compare what your organization is doing with the knowledge, skills
and behaviors needed to enhance its performance.
Strategic initiative
• Investing in analysis ensures a greater Return on
Investment
• Development of High Performance workplaces through
engagement & participation
• Part of succession plan to identify competence, capability
and potential
• Determines key performance and business needs to be
addressed that will achieve results
• The development of training strategies appropriate to the
organizational structure, culture and geography of the
enterprise in conjunction with effective change management
activity to ensure the goals of the training are delivered and
achieved
• Build credibility for the development process with all
stakeholders
• Demonstrate the proof of alignment between the
development and HR programs, strategic objectives and
operational goal
• Expert assistance with a fresh approach for innovation
• During organizational or role change, training needs
analysis plays a major role in identifying competency and
behavioral requirements
• In evaluation of your own recent training projects there
may be a requirement for a change in initiatives which
requires a fresh analysis to measure the extent to which
employees have enhanced and the organization has
benefited
• Earn respect of senior management for implementing
solutions that make a difference
• Identification of gaps and/or existing solutions not
immediately evident.
• Identification and evaluation of current performance gaps
between people, strategy, behavioral and processes
Instructional Design Process

ANALYZE DESIGN

DEVELOP IMPLEMENT

EVALUATE
 Key Skill

Asking questions… ???

Asking the RIGHT

questions!
In the “Real World”

• You cannot afford to not do a front-end

analysis
• Something is better than nothing
• Do the best you can
• Need to have a theoretical base
• Key skill: Focus your questions
 Analyze

 What is the • Problem Analysis

problem?
 Is it a training
problem? • Performance Analysis
 What skills and
knowledge should • Task/Competency
be included in the Analysis
training program?
 Who needs to be • Learner Analysis
trained?
 What is Problem and Performance
Analysis?

• Clearly defining the

problem or opportunity
• A formal procedure used to
analyze defined needs to
determine their causes and
identify appropriate
solutions.
Robert Mager says:

1. Define the problem.

2. Determine the importance.
– Is it worth solving?
3. Determine the cause(s).
4. Identify training vs. non-training
solutions.
5. Select the best (most cost-effective)
solutions.
Activity

Perform a Mini Needs Analysis by groups

Step 1: Define the problem

Describe Discrepancy

DESIRED PERFORMANCE (Optimals)

- ACTUAL PERFORMANCE (Actuals)

= POSSIBLE TRAINING NEED

Step 2: Is it important?

• Why is it important?
• What if you did nothing?
• How big is it? (Quantify if possible)
• Who cares?
• “Is the cost of the discrepancy high
enough that it seems worth pursuing
a solution?”
If the answer is no…..

IGNORE

REJOICE
Step 3: Determine Cause(s)

Is it a problem of skill
or
a problem of will?

I don’t know
I don’t wanna!
how.
I don’t wanna!
Yes, it is a skill deficiency

Arrange Formal no Used to do

Training it?

yes

Arrange Practice no
Used often?

Arrange Feedback yes

Other questions

Change the Job

Simpler
way?
Arrange on-the-job
training

Transfer or terminate Potential?

If a skill deficiency..

• Provide training
• Provide practice
• Provide feedback
• Simplify the task
• Develop a job aid
• OJT
• Transfer
• Terminate
Yes, it is a problem of will...

Remove Punishment
Performance
punishing?

Non-performance Arrange Positive

Consequences
rewarded?

Arrange consequences
Does performance
matter?
And one last question...

Obstacles? Remove
Obstacles
 Step 4: To train or not to train?

• First determine cause(s)

Calculate cost
• Only then look at
possible solutions Select best
solution(s)
• Seek integrated
solution systems that
get to the root of the Implement

problem
 To solve a performance issue

• Training may not be the answer

• Training may not be the only answer
 Cause Solution

• If skill or knowledge……..training
• If lack feedback…………….feedback, standards
• If not motivated…………..rewards,consequences
• If unclear expectations..std, measure, discuss
• If job environment………change environment
• If potential………………….change personnel
If training is the answer….

• Formal training
• Self study
• Technology based
• Job related/workplace
approaches
 Outcomes of Problem and Performance
Analysis

• More complete picture of problem

• Is it training? Is it training plus…
• Make solid recommendations
• If is training or job aid….on to task or
competency analysis!
 Task/Competency Analysis
“What do learners need to learn?”

Task Analysis Competency Analysis

• For more skill • Soft skills training
such as mgmt,
oriented jobs
supervision
• When need • Professional jobs
consistent set of
• Career pathing
training
• Leadership
requirements
development
Steps in Task Analysis

• Break job into major

functions
• Break functions into
major tasks
• Break tasks into steps
• Identify training
outcomes
Task Analysis Interviews

• Managers
• Best performers
• Job incumbents
• Subject matter experts
Competency Analysis

• What are competencies?

– Enduring characteristics of a person that result in
superior on-the-job performance
– Areas of personal capability that enable
employees to successfully perform their jobs by
achieving outcomes or successfully performing
tasks
What is a competency model?

• Identifies the competencies necessary for

each job as well as the knowledge, skills,
behavior, and personality characteristics
underlying each competency.
 What do you want to know?

• General
characteristics
• Specific knowledge
and skill
• Learning styles
• Special needs
Information is Used in Three Important
Ways

• To help determine
where to begin the
content of the training
program
• To determine how to
present the content
• To get buy-in
Methods for collecting data

• Data gathering is cornerstone of any needs

assessment project
• Can be time consuming
Data Collection Methods

• Interviews
• Surveys/
Questionnaires
• Focus Groups
• Observation
• Existing Data
Collating and Presenting Data

• Should have raw data (preferred to be in a

document)
• Show trends via graphs (display performance
and timelines)
• Justify why we need to target training for
identified gaps
• Highlight effects of gaps towards performance
• Sample different models of transactions
Documentation

Documentation should have:

• An introduction of the proposed training
• Background of the design
• Overview of Benefits of Training and
Development
• Actual Needs Assessment (Data and Charts)
• Summary of Needs Assessment
• Recommendations
Thank you.