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Training Needs Identification

leave a comment A Training Needs Analysis (TNA) is used to assess an organizations training needs. The root of the TNA is the gap analysis. This is an assessment of the gap between the knowledge, skills and attitudes that the people in the organization currently possess and the knowledge, skills and attitudes that they require to meet the organizations objectives. The training needs assessment is best conducted up front, before training solutions are budgeted, designed and delivered. The output of the needs analysis will be a document that specifies why, what, who, when, where and how. More specifically, the document will need to answer these questions:

why do people need the training? what skills need imparting? who needs the training? when will they need the new skills? where may the training be conducted? and how may the new skills be imparted?

There are so many ways for conducting a Training Needs Analysis, depending on your situation. One size does not fit all. Is the purpose of the needs assessment to:

lead in to a design of a specific purpose improvement initiative (e.g., customer complaint reduction) enable the design of the organizations training calendar identify training and development needs of individual staff during the performance appraisal cycle

and so on and so on. In clarifying the purpose of the TNA, consider the scope of the TNA. Is it to determine training needs:

at the organization level? at the project level for a specific project? or at the department level for specific employees?

Your answer to these questions will dictate:

who will conduct the TNA how the TNA will be conducted, and what data sources will be used

Training Needs Analysis Method

Below are three scenarios in which you may find yourself wanting to conduct a Training Needs Analysis. This is not an exhaustive treatment, however, it will give you some tips on what to do. Employee Performance Appraisal In many organizations, each employees manager discusses training and development needs during the final part of the performance appraisal discussion. This method suits where training needs are highly varied amongst individual employees. Typically, the manager constructs an employee Performance Development Plan in collaboration with the employee being appraised. The Plan takes into consideration:

the organizations strategies and plans agreed employee goals and targets the employees performance results the employees role description feedback from internal/external customers and stakeholders, and the employees stated career aspirations

The employees completed Performance Development Plan should document the area that requires improvement, the actual development activity, resource requirements, expected outcomes and an agreed time frame in which the development outcome will be achieved. You may find some commonality amongst individual training and development needs identified in the various performance appraisals. In this case, it may pay the organization to review and classify each of the needs and convert them into appropriate training courses (or other interventions). The next step is to prioritize their importance and aggregate the results so that you end up with a list of courses and participant numbers against each. Then negotiate a delivery schedule that fits in with managers/supervisors and employees whilst keeping an eye on your budget. Improvement Project Most, if not all, improvement projects have some employee training associated with them. Examples of improvement projects include planned and structured attempts to reduce the incidence of product defects, increase sales volume and decrease the number of customer complaints. Here, the Training Needs Analysis begins by clarifying the measurable organizational improvement targets and the employee behaviors required to meet these targets. For example, the organization might set a target of a 50 percent reduction in customer complaints by the end of the year. Employee behaviors required to achieve this target might be:

empathetic listening to customer complaints regular follow up of complaint resolution

and so on. To get to this point, though, the cause of the underperformance needs to be determined through a series of structured questions. If there is no one else to perform this initial diagnosis, you as the training professional may be called upon to do this job. A performance consulting approach can help you here. With this approach, the person doing the diagnosis first asks managers to identify their problems in concrete terms. Next, possible causes and solutions are discussed and training solutions identified, where appropriate. To do this successfully, the performance consultant needs to be well-versed in process improvement methods and employee motivation theory and practice. For small projects, you can use a simple employee performance flow chart in working with managers to help identify the cause of performance deficiencies. Where training is identified as an appropriate solution or as part of the solution, we then recommend that you work through a training needs analysis questionnaire with the appropriate stakeholders. This will give you the information you need to move to the training program design phase. An effective training needs analysis questionnaire worksheet will cover at least the following areas:

1. TRAINING NEEDS ANALYSIS CONTEXT

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Project Sponsor Reason for Request Participant Roles Organizational Objectives Training Program Objectives

2. TARGET POPULATION
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No. of Participants Location Department Education/Experience Background Current Job Experience

Current Performance vs Expected Performance Language/Cultural Differences Anticipated Attitudes

3. TASK DESCRIPTION
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Task Description Frequency Proficiency Performance Criteria Conditions Underpinning Knowledge

The results from these structured interviews are then written up in a formal document, along with the answers to the other questions raised above. The results of the TNA are then fed into the next phase of the instructional systems design life cycle; the high-level design of the training program. Following all of the above is of course more time consuming than getting a simple wish-list from managers and delivering a smorgasbord of training courses. However, by using a structured approach, you will avoid the 80 percent wastage of resources that many companies experience in delivering programs that dont truly fit their needs. Constructing a Training Calendar When constructing an annual training calendar, be wary of simply asking managers what training they want delivered. Assessing training needs this way, you will most probably get a wish list with little connection to the real needs of the organization. When the time comes and they and their workers are pressed for time, you may find it difficult to fill seats. Training is expensive, and there is no better method for wasting your scare training dollars. Why is this so? We find that many managers are not skilled in identifying which of their problems can be solved by training and which cannot. For a training calendar to be effective, it needs to be tailored for your specific organizations real needs. Ask your managers what training they need. However, make sure you engage them in constructive dialog about what their real problems are and which of them can realistically be addressed through training. Training calendars are best suited to repeatable and regular demand, such as refresher skills training for infrequently performed technical tasks and for new recruits joining the organization. In these cases, review what training is required on a regular basis and look at what new recruits need to be proficient at soon after they join your organization. Generally speaking, consult with your

management team by checking off which of the following areas require inclusion in your training calendar:

management, leadership and supervision skills soft skills, such as communication and conflict resolution environment, health and safety human resource processes, such as performance management business skills, such as strategy, planning and process improvement technical line and staff skills such as telephone etiquette and inventory management

In constructing your training calendar, we suggest you also consider looking at one or more of the data sources listed in the next section. Once you have composed your list of courses, assess demand for each course and the required frequency, all the while, keeping an eye on your budget. With a limited budget, we suggest you get your management team to help you assess priorities. Data Sources In conducting your training needs analysis, you may have a variety of data sources available to you. Which data sources you use will depend on a number of factors. These factors include:

the amount of time you have available the human resources you have available the level of accuracy you require the reliability of each data source the accessibility of each data source

The data sources that you have available may include:

interviews/surveys with supervisors/managers interviews/surveys with employees employee performance appraisal documents organizations strategic planning documents organization/department operational plans organization/department key performance indicators customer complaints critical incidents product/service quality data

For example, if you are considering providing training in project management to project managers, you may want to interview the prospective participants, the project managers, and their managers on what problems they are facing. It may also pay to review planning and procedural documents to ascertain what project management methodology and tools your organization is using, or is planning on using.

Data sources that may show light on where the training needs to focus the most are project performance data and post-implementation reviews. Which sources you will actually use and how much time and effort you expend on each will depend on your particular circumstances. Needless to say, there is no magic formula and you will need to exercise a fair amount of judgment in most cases.

Training Needs Assessment

Introduction

The purpose of a training needs assessment is to identify performance requirements and the knowledge, skills, and abilities needed by an agency's workforce to achieve the requirements. An effective training needs assessment will help direct resources to areas of greatest demand. The assessment should address resources needed to fulfill organizational mission, improve productivity, and provide quality products and services. A needs assessment is the process of identifying the "gap" between performance required and current performance. When a difference exists, it explores the causes and reasons for the gap and methods for closing or eliminating the gap. A complete needs assessment also considers the consequences for ignoring the gaps.
There are three levels of a training needs assessment:

Organizational assessment evaluates the level of organizational performance. An assessment of this type will determine what skills, knowledge, and abilities an agency needs. It determines what is required to alleviate the problems and weaknesses of the agency as well as to enhance strengths and competencies, especially for Mission Critical Occupation's (MCO). Organizational assessment takes into consideration various additional factors, including changing demographics, political trends, technology, and the economy. Occupational assessment examines the skills, knowledge, and abilities required for affected occupational groups. Occupational assessment identifies how and which occupational discrepancies or gaps exist, potentially introduced by the new direction of an agency. It also examines new ways to do work that can eliminate the discrepancies or gaps. Individual assessment analyzes how well an individual employee is doing a job and determines the individual's capacity to do new or different work. Individual assessment provides information on which employees need training and what kind.

The Training Needs Assessment Process

1. Determine Agency Benefits of Needs Assessment - this part of the process will sell and help the decision makers and stakeholders understand the concept of the needs assessment. Needs assessment based on the alignment of critical behaviors with a clear agency mission will account for critical occupational and performance requirements to help your agency: a) eliminate redundant training efforts, b) substantially reduce the unnecessary expenditure of training dollars, and c) assist managers in identifying performance requirements that can best be satisfied by training and other developmental strategies. To go beyond learning and actually achieve critical behaviors the agency will also need to consider how required drivers will sustain desired outcomes. Key steps include:
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Identify key stakeholders

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Solicit support Describe desired outcomes that will contribute to mission objectives Clarify critical behaviors needed to achieve desired outcomes Define required drivers essential to sustain the critical behaviors Set goals/objectives for the needs assessment Evaluate organizational (agency) readiness and identify key roles Evaluate prior/other needs assessments Prepare project plan Inventory the capacity of staff and technology to conduct a meaningful training skills assessment and analysis Clarify success measures and program milestones Obtain needs assessment data (e.g., review strategic plans, assess HR metrics, review job descriptions, conduct surveys, review performance appraisals) Analyze data Define performance problems/issues: occupational group/individuals Describe critical behaviors needed to affect problems/issues Determine and clarify why critical behaviors do not currently exist Research integrated performance solutions If training is the best solution, determine best training and development approach(es) Assess cost/benefit of training and development approach(es); build a "business case" Include organizational drivers needed to reinforce the critical behaviors that will affect problems/issues Describe how the critical behaviors will be monitored and assessed after implementation of the improvement plan

2. Plan - The needs assessment is likely to be only as successful as the planning.

3. Conduct Needs Assessment

The results of the needs assessment allows the training manager to set the training objectives by answering two very basic questions: what needs to be done, and why is it not being done now? Then, it is more likely that an accurate identification of whom, if anyone, needs training and what training is needed. Sometimes training is not the best solution, and it is virtually never the only solution. Some performance gaps can be reduced or eliminated through other management solutions, such as communicating expectations, providing a supportive work environment, and checking job fit. These interventions also are needed if training is to result in sustained new behaviors needed to achieve new performance levels, for an individual, an occupation, or an entire organization.

IDENTIFY TRAINING AND DEVELOPMENT NEEDS The first step of the process of training and development is identification of the organizational needs for trained manpower, both present and future. Basically some questions can be used in this step. a) b) c) What specifically must Where Who an employee is needs learn in to order to training be be more productive? needed? trained?

The productiveness of an employee is the important factor for the employer, because the income or profit of the organization and employer is depends on the employees productiveness. Begin by assessing the current status of the company; how it does, what it does best and the abilities of your employees to do these tasks. This analysis will provide some benchmarks against which the effectiveness of a training program can be evaluated. The organization or an employer should know where it wants to be in its long-range strategic plan and organizational need is a training program to take the organization from current situation to developed upped step. Secondly, consider whether the organization is financially committed to support the training efforts. If not, any attempt to develop a solid training program will fail. Next, determine exactly where training is needed. It is foolish to implement a companywide training effort without concentrating resources where they are needed most. An internal audit will help point out areas that may benefit from training. Also, a skills inventory can help determine the skills possessed by the employees in general. This inventory will help the organization determine what skills are available now and what skills are needed for future development. In summary, the analysis should focus on the total organization and should identify where training is needed and where it will work within the organization. When the organization has a clear idea to where training is needed, concentrate on the content of the program. Analyze the characteristics of the job based on its description, the written description of what the employee actually does. Training based on job descriptions should go into detail about how the job is performed base on a task-by-task. Actually doing the job will enable you to get a better feel for what is done. Individual employees can be evaluated by comparing their current skill levels or performance to the organization's performance standards or anticipated needs. Any discrepancy between actual and anticipated skill levels identifies a training need. All above details and descriptions will helps to find the gap between standard or expected performances and the actual performances. In simply,

Training and development need= standard (expected) performance - actual performance Training and development programmes needs in the industry are due to the following reasons.

Training Needs Analysis: The First Step in the Training Process Performing a training needs analysis is the first step in the training process and is critical for a successful program. The purpose of a needs analysis is to determine that training is the best solution and identify what training is needed to fill the skill gap. This step is often disregarded for reasons such as time constraints or lack of perceived value by management. However, skipping the training needs analysis can cause major problems. Time, resources and dollars may be wasted on training that was unnecessary or ineffective.

A training need exists when there is a gap between what is required of a person to perform their job proficiently and what they actually know.

The reasons for conducting a training needs analysis are: To determine whether training is needed To determine causes of poor performance To determine content and scope of training To determine desired training outcomes To provide a basis of measurement To gain management support Performing a training needs analysis is most appropriate when training is requested for a performance issue, when new information systems or business processes are introduced, and when your organization mandates training. The analysis process can be as detailed or as simple as the situation requires. For details on the various needs analysis types, please view our Needs Analysis Study Types diagram. The type of needs analysis you use should ultimately be based on your goal, however, you should consider other factors such as time, available resources, money, etc. Regardless of the complexity of your analysis, there are six steps fundamental to all effective training needs analysis. Step One Identify Problem Needs Determine circumstance for training request Identify potential skill gap Set objectives Step Two Determine Design of Needs Analysis Establish method selection criteria Assess advantages and disadvantages for methods Step Three Collect Data Conduct interviews Administer surveys and questionnaires Conduct focus groups Observe people at work

 Review documents Step Four Analyze Data Conduct qualitative or quantitative analysis Determine solutions and recommendations Step Five Provide Feedback Write report and make oral presentation Determine next step training needed? Step Six Develop Action Plan Use results as the basis for training design, development and evaluation. Although conducting a step-by-step training needs analysis is recommended, the reality is that time and resources are not always available for this type of effort. In these situations, dont simply write off the analysis completely do the best you can with what you have. Try to, at least: Clarify the performance issue Evaluate and define what the target audience is doing versus what they should be doing Establish the causes of the performance issue Determine solutions that will solve the issue Keep in mind good training doesnt just happen. It is the result of much preparation and forethought.

Identifying Training Needs

The effectiveness of the training function is heavily dependent upon effectiveness of processes used to identifying training needs. This is the first critical step on the road to competence development and performance enhancement. An inadequacy at this stage cascades to all the subsequent training processes.

I have seldom seen organizations give this stage the importance, it deserves. Traditionally , training needs analysis got integrated into the yearly appraisal form. On examining form after form in companies ranging from textile companies to technology companies to direct marketing companies ,we find that the appraisal process is focussed on attribute assessment. This is followed by a column on training needs. Logically , this seems to be the correct way of doing things. First we assess the performance of the person , then based on the performance gaps , we identify the training needs. Logically absolutely correct.After reality testing , absolutely wrong. The correlation between attribute assessment and actual performance of the person is a question mark. This is visible in the large amount of heartburn among employees after the appraisal process is over.Thus ,attribute assessment puts us on the wrong track from the word "Go". The subsequent training needs identified , even if we follow the process vigorously , would be incorrect. This mistake gets multiplied and the blinkers of this framework get totally clogged if this is the only system of identifying training needs. This is like going to New York , when we actually want to go to Tokyo. Moreover , the perception of the team leader responsible for filling the appraisal form is limited. This invariably results in non-value adding statements such as ,"Management Development Program" or "Supervising Development program" in the training needs column. I still remember the words of a learned HR head who when responding to a querry on the process of identifying leadership competencies said ,"We identify them in consultation with the line managers".This is a good statement of intention but it conveys little about the quality of the process of consultation. This statement by itself indicates the lack of creative effort in exploring alternative methods of identifying training needs. Thereafter , even if we have a great system of measuring training effectiveness , it is of no use. Thus , it is no surprise that when an organization is in trouble, the training budget is the first one to get eliminated . Training does not seem to be fulfilling any significant purpose. Faulty training needs identification is at the core of this problem. The framework for identifying training needs is mapped below :

We shall address each of the "Sources of training needs" mapped above . 1. Organization Needs :

Organization Strategy : The organizational game plan is a rich source of training needs. Infosys trains its technitians in all the latest technologies. The formulation of these training programs is on the basis of the Organization strategy to be a dominant player in the IT area. The organizational startegy of Pharma Co. "X" is to invest more in R & D and generate new molecules or new processes for current products. This strategy delineates training needs such as Innovation , R & D structure , Research technologies , Knowledge sharing frameworks and Knowledge management system. An organization into telecom which has a strategy of being a leading player in Mobile networks , would necessitate the development of competencies relating to 2G, 2.5G,3G and intelligent networks. Thus training forms an integral part of the process of implementing Organization strategy.

Organization Development : Organization development refers to enhancing the capability of the organization to produce the output desired. Therefore , if an organization wants to produce quality products and services , it needs to train its employees in Quality Control Tools,Quality Control Management tools and Quality Assurance Systems. Organizations interested in reducing waste , would need to train select task forces on the principles and application of Industrial engineering. Taking the example of an FMCG company , which wanted to unleash Innovation in HR. This organization conceptualized and deployed an intervention focussed not only on developing the competencies of HR personnel in Innovation but also

deploying them through live applications sessions for generating Innovations in HR. Organization development initiatives can be many , ranging from Innovation to Quality to Waste reduction to BPR. All these require training. However , it is important to note that training is necessary but not sufficient for these OD interventions to succeed. 2. 3. Performance Research : Performance Research is a process of mapping the processes , competencies and dominant mental model of a set of employees. It can be focussed on either a department or a level in the organization hierarchy such as "Sales Trainers" or " The front line sales personnel". It encompasses a holistic approach to enhancing the performance of a set of identified personnel. An FMCG Company "X" conducted performance research for its Sales Trainers. This threw up a large number of competence and performance gaps. These gaps became the contents of a customized training program designed to enhance the competence of those sales trainers. Performance Research is the process through which training can have a direct and visible impact on performance. 4. Paradigm Shifts : Paradigm shifts are like juggernauts in the business arena. If an organization piggy backs on them , it gains. If it does not, it gets steamrolled by them. Training is the medium through which the power of technology shifts can be harnessed. For example , VOIP (Voice over Internet Protocol) is a technology shift , which enables STD as well ISD calls at 1/10th of the regular rates. Inspite of such massive gains , how many organizations are utilizing this technology ? Scanning the environment for paradigm / Technology shifts has to be a part of the Training needs identification process. There are practically no organizations , that I know of , which practice's this. More often than not , it happens because of the exhortation of a visionary leader and it stops happening as soon as the leader leaves. 5. Competency based Performance Appraisal System : The bad experience with attribute based appraisals has resulted in exhortations of "Putting the appraisal system in the Dustbin". The implementation of a competency based appraisal system , conceptualized on the basis of job analysis gives credibility and validity to the appraisal process. This has a cascading impact on the training needs identified through it.

This is borne out by the experience of a Co , "A" which found a buy-in for its training initiatives when they were clearly linked to competency gaps and competency stregths identified through a competency based self appraisal system. I would like to point out a major blind spot in the training needs identification process prevalent in most organizations. Training needs evolve not only out of competency gaps , but also competency strengths. Training has to be focussed not only on filling competency gaps but also on enhancing competency strengths.Training deptts. generally focus all their effort on filling competency gaps rather than enhancing already existing competency strengths. 6. Opportunities for New Competency development : Once the training needs have been identified , the training incharge focusses on fulfilling them . Consequently , the training incharge tends to reject new opportunities for competency development , if they do not figure in the set of training needs identified.We as trainers need to understand that all the knowledge in the universe is not available as of now.Knowledge is in a continuous state of development.Thus we need to be open to explore knowledge frontiers. The behavioral competence of being open to Innovations , New ideas , New developments happening in the organization environment can become an important source of path breaking training programs , which can lead the organization to new vistas and realms. The prevalence of this blind spot results in the loss of new competencies which could not be acquired and developed because of the weakness of the training needs identification system.