PRESENTED BY ANJONA BISWAS RUCHI RAJPUT AARTI PURI ANKITA RAWAT SHILPIKA

OUTPUT OF TRAINING NEEDS ANALYSIS

Output of TNA
What will be the output of TNA and how?
Organiz ation Analysis Identify Performa nce discrepan cy & Its causes

Training Needs

Performa nce gap

Operatio n Analysis

Person Analysis

Nontraining Needs

Output of TNA Output of Training Needs Analysis

It includes: Non-training needs Training needs

Output of TNA Non-Training Needs

It includes : No KSA deficiency KSA deficiency (for which training is not the best solution)

Output of TNA
Non-Training Needs that have no KSA deficiency
Performance gap

Reward/ Punishme nt incongrue nce

Inadequat e Feedback

Obstacles in the System

Output of TNA
Reward/Punishment incongruences
Can

working at the expected level of performance be punishing?

Yes

Output of TNA
Inadequate Feedback
Another

non-training need comes from employees not receiving appropriate feedback.

Inappropriate feedback

confusion

Output of TNA

Obstacle in the system

Receiving

material too late Using worn-out machinery Constant interruption

Output of TNA
Non-training needs that have a KSA deficiency
Job

aids Practice Changing the job itself

Output of TNA

Job-aids
It

is a set of instructions, diagram or other form of providing information that is available at the job site. The main purpose is to provide guidance to the workers

Output of TNA

Practice
The

task which are important but performed infrequently, employees can easily become less proficient for them. Its aim is to prevent performance gap.

Output of TNA

Changing the job itself

For

doing a particular job person need certain KSA that are difficult to impart through training For eg. Sales people in automobile dealerships

Output of TNA

Training needs
Training

needs are dealt with by designing appropriate training programs. For those performance gaps that result from the employees lack of KSAs and for which training is the solution. List and describe the KSAs clearly and unambiguously We use these KSAs to develop training objectives

Output of TNA

Types of Training Objectives

Trainee

reaction objectives: Describes the desired attitudinal and subjective evaluations of training by the trainee.
Learning

objectives: Describes the type of behavior that will demonstrate the learning, the conditions under which the behavior must occur, and the criteria that will signify that a sufficient level of learning has occurred.

Output of TNA
Transfer

of training objectives: Describes the job behaviors that will be affected by training, the conditions under which those behaviors must occur, and the criteria that will signify that a sufficient transfer of learning from training to the job has occurred.
Organizational

outcome objectives: Describes the organizational outcomes that will be affected by the transfer of learning to the job and the criteria that will signify that organizational outcome objectives were achieved.

Output of TNA ICT industry in Sri Lanka

Technical and Non-Technical Prioritized Competencies Gaps Identified : Technical competencies: 1. Software Design and Engineering. 2. IT security 3. Databases 4. Operations 5. Hardware

Output of TNA
Non-technical 1.

2.
3. 4. 5.

6.

competencies: Analytical and problem solving skills Diversity management Creativity, innovation and entrepreneurship Multi-tasking and time management Business etiquette, high sense of business ethics and high professional standards Strategic Management and business focus

Output of TNA Focus on Small Business

A research

indicates that small firms with higher amounts of training consistently demonstrate more innovativeness than those with lower levels of training. Proactive approach to training seems to be more important for the small business. Furthermore, its easier to integrate a proactive approach because fewer employees are involved.

Output of TNA
The

top mgmt. of a small business is usually the owner, who is solely responsible for any training. This person likely does not have any HR background and might not understand how a proactive approach to training can be advantageous. Small business owner needs to realize that sound training practices tied to the strategic plan will pay off in the long run.( example of Metro Tool)

Output of TNA
Other

evidence indicates that small manufacturing businesses are undertaking TNA. David Alcock, who works for Canadian Plastics Training Centre (CPTC) said that the reason for undertaking TNA is to become ISO certified. For small businesses TNA often seems a waste of time.

Output of TNA

Tips for HR Manager to consider when faced with conducting a TNA

Be

clear on what is to be done Examine existing available data Develop some ideas related to the issue and test them in the data gathering. Collapse the steps Use technology

Output of TNA