Dear All,
We are now starting Training Need Analysis. We have some employees, like merchandisers, without KRA (Also JD not given to them). I was trying to set KRA for them. When I discussed with our CEO, he asked me to make an analysis form for those people, and the same to be filled by their Manager. I have one form, but that can be filled by the employee after freezing KRAs. Can you give me some tips for creating an analysis form to be filled by the concerned Manager?
I am attaching an analysis form that I have. The same can be filled by the employee. Please advise me on how I can change this form to be filled by the Manager.
Shajeer
From Qatar, Doha
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4We are now starting Training Need Analysis. We have some employees, like merchandisers, without KRA (Also JD not given to them). I was trying to set KRA for them. When I discussed with our CEO, he asked me to make an analysis form for those people, and the same to be filled by their Manager. I have one form, but that can be filled by the employee after freezing KRAs. Can you give me some tips for creating an analysis form to be filled by the concerned Manager?
I am attaching an analysis form that I have. The same can be filled by the employee. Please advise me on how I can change this form to be filled by the Manager.
Shajeer
From Qatar, Doha
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Dear Shajeer,
I have gone through the form that you have attached to your post. There is one important thing about the form. You have asked these questions to the individual. The respondent will give responses depending on one's self-awareness. If the self-awareness is poor, then you will get distorted replies. How will you handle this situation?
I recommend revising the form and addressing the questions to the manager of the employee. After all, the manager's assessment is quite important.
Let me give my own example. In the course of the annual PA, I had a misconception about one of the attributes of PA. My GM had given slightly low marks on that attribute. When I asked for clarification, he told me how I lacked that attribute.
TNA is not something that can be delegated to the individual 100%. Secondly, TNA is not just individual competencies. You need to take into account the measures of performance of that department as well. I recommend referring to my following comments on some previous post:
Skills required for Training and Development personnel
Thanks,
Dinesh V Divekar
From India, Bangalore
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I have gone through the form that you have attached to your post. There is one important thing about the form. You have asked these questions to the individual. The respondent will give responses depending on one's self-awareness. If the self-awareness is poor, then you will get distorted replies. How will you handle this situation?
I recommend revising the form and addressing the questions to the manager of the employee. After all, the manager's assessment is quite important.
Let me give my own example. In the course of the annual PA, I had a misconception about one of the attributes of PA. My GM had given slightly low marks on that attribute. When I asked for clarification, he told me how I lacked that attribute.
TNA is not something that can be delegated to the individual 100%. Secondly, TNA is not just individual competencies. You need to take into account the measures of performance of that department as well. I recommend referring to my following comments on some previous post:
Skills required for Training and Development personnel
Thanks,
Dinesh V Divekar
From India, Bangalore
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Training Needs Analysis Questionnaire.d oc