Components of the Training Needs Analysis Process
As discussed in the previous chapter, the TNA identifies who needs training and what kind of training is required. Organizations performing a TNA will benefit by avoiding training individuals who do not need it or providing them the wrong kind of training. There are three main levels at which a TNA can be performed: the organizational, operational, and individual levels.
The first level of TNA is organizational. At the organizational level, what the organization’s needs are and other reasons why training may be required are identified based on organizational goals and objectives. Important questions that should be answered by this analysis are: Why is training seen as a solution to the potential problem? What resources are required/available for training?
Task analysis is another component of the TNA process. This is an analysis of the work performed at the job. It helps design training that is relevant to the actual skills or abilities employees require. Task analysis can also help pinpoint what skills are most important to the job.
Conducting Task Analysis
Task analysis can be conducted by interviewing employees, managers and supervisors to gain a thorough understanding of what employees need to know and do in their jobs. During these interviews, questions must be asked about the tasks they will perform, how important the tasks are, if they were trained to perform the tasks and how often they perform them. Differentiating the productivity levels of the employees will help determine what training is needed to improve their job performance.
Person analysis is an assessment of desired performance standards, who needs training and what type of training is required. Employees’ skill and motivation levels are assessed to determine if training is the most appropriate solution.
Other components of TNA
Performance analysis looks at whether or not employees are performing to standard. If the answer is no, training can help improve employees’ performance to meet expectations.
Training Sustainability Analysis
This method analyzes whether training is the best solution for the problem in at hand. Despite training being beneficial in many circumstances, there may be situations in which another solution is more effective.
Cost vs Benefit Analysis
In this method, organizations analyze whether the benefit of the training is actually worth its cost. This is done through ROI calculation. Improved efficiency and better performance are among the anticipated returns for the financial investment made by organizations in employee training and development.