Hi All Kindly share with me simple and practical formula for triaining need analyses :D Thanks Neha
From India, Gurgaon
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From India, Gurgaon
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Hi Neha,
There are no simple formulas for TNA. There are three important sources of TN, i.e. requirements for training arise based on:
1. Company's business.
2. Technological changes.
3. Changes in the profile of the staff - due to promotions (vertical) or transfers (horizontal).
Regards,
Sathyamoorthy Iyer
From India, Madras
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5There are no simple formulas for TNA. There are three important sources of TN, i.e. requirements for training arise based on:
1. Company's business.
2. Technological changes.
3. Changes in the profile of the staff - due to promotions (vertical) or transfers (horizontal).
Regards,
Sathyamoorthy Iyer
From India, Madras
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Hello Neha,
Training needs analysis is a complex process since it derives inputs from various systems. However, a simple way of handling it is to categorize training needs into two categories:
1. Training for performance gaps in current roles.
2. Training for anticipated performance gaps in future roles.
To assess the needs for item one, you have to draw inputs mainly from performance appraisals of the employees. To facilitate this linkage, the appraisal form itself should be designed to specifically bring out the strong and weak areas of performance in every employee.
To assess training needs for item two above, you have to draw information from the potential appraisal forms. Again, you can use this link only if there is an effective system of assessing potential performance. Most organizations combine this function with the performance appraisal.
I am sure that you would appreciate the necessity of having well-designed appraisal systems to enable the above scheme of things.
Best wishes,
Rajeev.V
From India
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Training needs analysis is a complex process since it derives inputs from various systems. However, a simple way of handling it is to categorize training needs into two categories:
1. Training for performance gaps in current roles.
2. Training for anticipated performance gaps in future roles.
To assess the needs for item one, you have to draw inputs mainly from performance appraisals of the employees. To facilitate this linkage, the appraisal form itself should be designed to specifically bring out the strong and weak areas of performance in every employee.
To assess training needs for item two above, you have to draw information from the potential appraisal forms. Again, you can use this link only if there is an effective system of assessing potential performance. Most organizations combine this function with the performance appraisal.
I am sure that you would appreciate the necessity of having well-designed appraisal systems to enable the above scheme of things.
Best wishes,
Rajeev.V
From India
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Hi Neha,
Before you conduct training needs analysis, you need to perform job analysis based on the job descriptions. Subsequently, you may have to prepare a PMS (Performance Management System), and after the effective implementation of the PMS, the analysis of training needs should be carried out. It's a lengthy process and not an easy task to implement it flawlessly to achieve the desired results.
Regards,
PRADEEP
From India, Hyderabad
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Before you conduct training needs analysis, you need to perform job analysis based on the job descriptions. Subsequently, you may have to prepare a PMS (Performance Management System), and after the effective implementation of the PMS, the analysis of training needs should be carried out. It's a lengthy process and not an easy task to implement it flawlessly to achieve the desired results.
Regards,
PRADEEP
From India, Hyderabad
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Dear Neha,
Thgough not easy as pointed out by others it can be done with some serious work. The training need analysis (TNA)should be done at three levels – the organization, job and the person.
Although the need analysis will usually consist of three distinct investigation these should be interrelated so that they build on each other to produce a complete training need statement.
•Analysis at the organisational level is used to determine where training can and should be used. The focus is the total enterprise and the analysis will look at things like the organizational objectives, the pool of skills presently available, indices of effectiveness and the organisational climate. The starting point for a TNA here has to be the corporate plan. This must be bound in the general strategic statement; couched in the precise business objectives; or in broad policy guidelines.
•Analysis at the job level involves collecting data about a particular job or group of jobs. This analysis determines what standards are required and what knowledge, skills and attitudes are required in order to achieve these standards. Here the job or the relevant parts of the jobs are clearly defined in terms of the competencies required to carry them out. These competencies can be expressed in terms of knowledge, skills and attitudes. Job analysis is the means through which all this is done.
•The focus of person analysis is how well a particular employee is carrying out the various tasks, which are necessary for successful performance. Training Programme is designed for each individual to close the gap between present and desired levels of performance. Performance apparisal reports, Managers and employee feedback are sources of training need of the person.
Regards,
Faizal
From India, Vadodara
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Thgough not easy as pointed out by others it can be done with some serious work. The training need analysis (TNA)should be done at three levels – the organization, job and the person.
Although the need analysis will usually consist of three distinct investigation these should be interrelated so that they build on each other to produce a complete training need statement.
•Analysis at the organisational level is used to determine where training can and should be used. The focus is the total enterprise and the analysis will look at things like the organizational objectives, the pool of skills presently available, indices of effectiveness and the organisational climate. The starting point for a TNA here has to be the corporate plan. This must be bound in the general strategic statement; couched in the precise business objectives; or in broad policy guidelines.
•Analysis at the job level involves collecting data about a particular job or group of jobs. This analysis determines what standards are required and what knowledge, skills and attitudes are required in order to achieve these standards. Here the job or the relevant parts of the jobs are clearly defined in terms of the competencies required to carry them out. These competencies can be expressed in terms of knowledge, skills and attitudes. Job analysis is the means through which all this is done.
•The focus of person analysis is how well a particular employee is carrying out the various tasks, which are necessary for successful performance. Training Programme is designed for each individual to close the gap between present and desired levels of performance. Performance apparisal reports, Managers and employee feedback are sources of training need of the person.
Regards,
Faizal
From India, Vadodara
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Performance Management System.doc