Hi,
I wanted to know how a Training Needs Analysis (TNA) is conducted exactly. Are there any innovative ways of conducting TNA besides interviews, questionnaires, and observation? Examples of TNAs would really help to get an exact picture of how to conduct it.
Thank you.
From India, Pune
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I wanted to know how a Training Needs Analysis (TNA) is conducted exactly. Are there any innovative ways of conducting TNA besides interviews, questionnaires, and observation? Examples of TNAs would really help to get an exact picture of how to conduct it.
Thank you.
From India, Pune
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Hi Narendra, thanks for giving me the full form. Somewhere down the line, I think I am forgetting things. Anyways, thanks for helping me recollect it.
Well Pallavi, you can obtain the details of training needs of the employees from their respective team heads or group heads. Depending on the incoming project, they may want the employees to be equipped with specific knowledge. They will inform you about the areas where they need enhancement, and then you can make plans to provide the necessary training. It is best to consult the team leaders, team heads, and project heads as they closely monitor these individuals.
Regards,
Sadhana
From India, Delhi
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3Well Pallavi, you can obtain the details of training needs of the employees from their respective team heads or group heads. Depending on the incoming project, they may want the employees to be equipped with specific knowledge. They will inform you about the areas where they need enhancement, and then you can make plans to provide the necessary training. It is best to consult the team leaders, team heads, and project heads as they closely monitor these individuals.
Regards,
Sadhana
From India, Delhi
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Dear Pallavi,
Following is the apt process.
a) Define what your organizational goal is for training: Why do you want to train people?
b) Kindly conduct a skill/competency gap analysis after discussing with the respective functional heads/business head.
c) Once the gap analysis is completed, focus on the individual staff members to be trained.
d) If the training need arises due to a total change of technology or a change in a business process (e.g., if the organization aims to implement SAP to replace many small ERPs in function), then a mass training needs analysis based on each sub-process is required.
e) Apart from observation, questionnaires, and meetings, another way to conduct it is by organizing group discussions or quizzes on specific sets of skills/competencies, involving the target group to participate and analyze the overall scores to determine where we stand on those skills and competencies.
If you require any further assistance, kindly revert.
Kind regards,
Dayanand L GUDDIN
Sr. Head - HR
BOBST INDIA
From Singapore, Singapore
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Following is the apt process.
a) Define what your organizational goal is for training: Why do you want to train people?
b) Kindly conduct a skill/competency gap analysis after discussing with the respective functional heads/business head.
c) Once the gap analysis is completed, focus on the individual staff members to be trained.
d) If the training need arises due to a total change of technology or a change in a business process (e.g., if the organization aims to implement SAP to replace many small ERPs in function), then a mass training needs analysis based on each sub-process is required.
e) Apart from observation, questionnaires, and meetings, another way to conduct it is by organizing group discussions or quizzes on specific sets of skills/competencies, involving the target group to participate and analyze the overall scores to determine where we stand on those skills and competencies.
If you require any further assistance, kindly revert.
Kind regards,
Dayanand L GUDDIN
Sr. Head - HR
BOBST INDIA
From Singapore, Singapore
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Hi Everyone,
This is my first posting on this site, so here goes. I have been reading with interest various threads over the last few weeks, and I would like to contribute the attached Training Needs Analysis PowerPoint presentation to perhaps help with this issue. I run a training company in China, and we use variations of this PowerPoint presentation as an introduction to clients of the training process.
Hope it helps.
Regards,
Ben
From China, Nanjing
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This is my first posting on this site, so here goes. I have been reading with interest various threads over the last few weeks, and I would like to contribute the attached Training Needs Analysis PowerPoint presentation to perhaps help with this issue. I run a training company in China, and we use variations of this PowerPoint presentation as an introduction to clients of the training process.
Hope it helps.
Regards,
Ben
From China, Nanjing
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TNA could be conducted in a more participatory way through Focus Group Discussion (FGD) with employees and employers. Employees can express what they would like to learn, and employers can share their expectations from the employees. Another approach is to conduct a knowledge-based online or live quiz to assess the employees' understanding of a specific aspect or subject. This method can provide insights into the training needs of the employees. Subsequently, analyzing the gaps and challenges can be done through observation or by utilizing case studies.
From India, Madras
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From India, Madras
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Dear All,
Can anybody provide me with the training details for the promotions and Event Management industry? We are trying to start up the training and development for all the employees to achieve the organizational goals.
Please help me out ASAP.
Regards,
Ramesh
From India, Bangalore
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Can anybody provide me with the training details for the promotions and Event Management industry? We are trying to start up the training and development for all the employees to achieve the organizational goals.
Please help me out ASAP.
Regards,
Ramesh
From India, Bangalore
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Hi everyone,
First of all, thank you all for your valuable input as it will be of great help. Can anyone upload any TNA attachment for a clear view? TNAs are conducted both before and afterwards. I often get a little stressed out about how an effective TNA can be conducted after the training since it's the result that proves the training effectiveness.
Thank you.
Regards,
Pallavi.
From India, Pune
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First of all, thank you all for your valuable input as it will be of great help. Can anyone upload any TNA attachment for a clear view? TNAs are conducted both before and afterwards. I often get a little stressed out about how an effective TNA can be conducted after the training since it's the result that proves the training effectiveness.
Thank you.
Regards,
Pallavi.
From India, Pune
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Hi Dayanand Sir,
First of all, thank you all for your valuable input as it will be of great help. Can you upload any TNA attachment for a clear view? TNA is conducted both before and afterwards, and I often get a little stressed out about how an effective TNA can be conducted after the training as it is the results that prove the effectiveness of your training.
Thank you.
Regards,
Pallavi.
From India, Pune
Acknowledge(0)Amend(0)
First of all, thank you all for your valuable input as it will be of great help. Can you upload any TNA attachment for a clear view? TNA is conducted both before and afterwards, and I often get a little stressed out about how an effective TNA can be conducted after the training as it is the results that prove the effectiveness of your training.
Thank you.
Regards,
Pallavi.
From India, Pune
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Assessment of training needs is a difficult process even though the textbooks give several methods. In practice, it is best done by discussions with the line supervisors/managers. They would be the best persons to identify the training needs of those working under them. Another way is to conduct a competency gap analysis, which is much more challenging. The process of defining the competencies required for various categories of employees itself is difficult. We can also ask the employees themselves to indicate their training needs, which is easier. However, it is better to provide a menu in such cases for the employees to choose from.
From India, Madras
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From India, Madras
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As much as there are defined ways and methods to conduct a TNA, it's simply a case of persuading the client/department manager/employee to open up and to explain what they find difficult, what they feel uncomfortable doing, and openly discussing their jobs.
Group discussions, individual sessions, questionnaires, work-shadowing, opinions of co-workers, superiors, quizzes are all useful ways of collating information and determining where the performance gaps lie.
This TNA could be carried out in a broad sense company-wide to determine what performance gaps there are regarding all skills and abilities, or it could be limited to a skillset area that has already been identified as needing improvement (English language, sales techniques, presentation skills, etc.).
Once this information has been collated and analyzed, it is then up to the training company or HR/Training specialist/manager to devise a method to deal with the situation.
Remember, the answer is not always training; the solution could lie in an incentive scheme, a hierarchical reshuffle, or some other non-training idea.
A man is asked to dig a ditch that is two feet deep:
If the ditch-digger does not know how to dig a ditch two feet deep, then it is a training problem.
If the ditch-digger knows how but did not do it, then it is some other type of performance problem besides training.
From China, Nanjing
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Group discussions, individual sessions, questionnaires, work-shadowing, opinions of co-workers, superiors, quizzes are all useful ways of collating information and determining where the performance gaps lie.
This TNA could be carried out in a broad sense company-wide to determine what performance gaps there are regarding all skills and abilities, or it could be limited to a skillset area that has already been identified as needing improvement (English language, sales techniques, presentation skills, etc.).
Once this information has been collated and analyzed, it is then up to the training company or HR/Training specialist/manager to devise a method to deal with the situation.
Remember, the answer is not always training; the solution could lie in an incentive scheme, a hierarchical reshuffle, or some other non-training idea.
A man is asked to dig a ditch that is two feet deep:
If the ditch-digger does not know how to dig a ditch two feet deep, then it is a training problem.
If the ditch-digger knows how but did not do it, then it is some other type of performance problem besides training.
From China, Nanjing
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