Training Needs Analysis: Why Do Organisations Require It?

Often many Training managers or Learning & Development personnel are perplexed when it comes to deciding what type of internal training suit their staff. It can be a tedious challenge in making sure the accurate training is selected for each team member plus ensuring they get the most benefit from the program. A direct and significant method in ensuring precise training programs are selected for the organisation is by designing a Training Needs Analysis.

Japan International Cooperation Agency defined Training Needs Analysis (TNA) in its Training Needs Assessment Manual as the method of determining if a training need exists and, if it does, what training is required to fill the gap. A TNA seeks to accurately identify the current levels from target surveys, interviews, observation, secondary data, and/or workshop. The gap between the current and anticipated projection may indicate glitches which can be resolved via a good TNA. According to Jean Barbazzette in 2006, training programs are able to reduce and most times eliminate this gap, by equipping the participants with suitable knowledge and skills plus encouraging them to build and enhance their capabilities [Training Needs Assessment: Methods, Tools and Techniques].

TNA is also the process of collecting information about an expressed or implied organisational need that could be met by a training program. The need can be a performance that does not meet the current standard. It means that there is a prescribed or best way of doing a task and that variance from it is creating a problem. The TNA process helps the trainer and the person requesting training to specify the training need or performance deficiency. Assessments can be formal (using survey and interview techniques) or informal (asking some questions of those involved).

Thus, a TNA is crucial in any organisation to identify the dissatisfaction with the current situation and to have the desired change. A performance gap between the current and desired condition is called a need. A good, structured TNA aims to:

• Solve current organisational problems
• Avoid past or current problems from repeating
• Create or take advantage of a future opportunity
• Provide a learning and development platform

The purpose of TNA is to answer familiar questions of why, who, what, when, and how, is summarised in the figure.

In summary, the below 3 simple key-step processes can be a guideline while developing a TNA:

1. Decide on Skill Sets

Foremost, the appropriate set of skills required by staff/team members must be decided for jobs/tasks completion. Here, every job role in the company must be evaluated separately, and different departments or levels of seniority must be considered, which will affect the TNA design.

2. Evaluate Staff Current Skills

Next is to evaluate the team members current skill levels in relation to the skills laid out in the first stage of this process. This will confirm who is meeting expectations and who needs to complete further training in order to meet the expected skill level.

3. Highlight the Skills Gap

Finally, after distinguishing current skills and desired skills, the gap identification would be comprehensible and easier to recognise. So, the recommended training program/series would be able to justify and close that gap by ensuring the team is at the anticipated level.

By
Dr. Dayana N. H. Chaskar