NEEDS
ANALYSIS
Chapter 4
Objectives:
• Recognize the importance of training needs analysis;
• Value the benefits of training needs analysis;
• Distinguish between the different types of training needs analysis;
• Analyze the training needs analysis model;
• Identify the different approaches in data collection for training needs
analysis;
• Adapt the process of training needs analysis;
• Modify the conduct of training needs analysis for a small business.
Importance of Training Needs Analysis
Need of Training = Expected Level of Performance – Actual Level
of Performance
Identification of training needs is the first step in a uniform
method of instructional design.
A training needs analysis helps to put the training resources to
good use.
Importance of Training Needs Analysis
Training need – is a shortage of skills or abilities, which could be reduced or eliminated
by means of training and development.
Training needs analysis – identifies training needs at employee, departmental or
organizational level in order to help the organization to perform effectively.
It involves:
1) Examining current performance using techniques like observation, interviews and
questionnaires.
2) Foreseeing upcoming shortfalls or problems.
3) Recognizing the type and level of training requisite and exploring how this can best
be granted.
Benefits of Training Needs Analysis
1) Explores ways in which the competency, capability and potential of
organization can be enriched.
2) Obtain better outcomes with optimum utilization of resources.
3) Establishes relevance of training for employees. Data obtained from
training needs analysis reveals training requirements.
4) Analysis relationship between training and job performance.
5) Aligns organizational goals with training.
6) Enlists standards that need to be followed for ideal competency
levels.
7) Helps to work on areas in which employees need skills development
Types of Needs Analysis
• Organizational Analysis
• Person Analysis
• Work Analysis/Task Analysis
Organizational Analysis
It attempts to know the answer to the question “where” the training
highlight must be placed in the company and what factors may influence
the outcome of training.
a. The organizational goals – the short- and long-term goals of the
organization and any trends that may affect the accomplishment of these
goals is done to channel training.
b. Personal inventories – data from HRIS can disclose anticipated
employee mobility, retirements and turnover.
c. Climate and efficiency indices – can be lessen with training by finding
out any discrepancy's b/w desired and actual performance.
Organizational Analysis
Before choosing training as the solution to the problem after the
organizational analysis, we must consider:
a) Support of managers and peers – the positive attitude of peers and
managers.
b) Company Strategy – allocating enough budget to training,
employees receive training on applicable topics and employees get
the right amount of training.
c) Training Resources – the organization must have enough budget,
time, and expertise for training.
Person Training
It helps in identifying “who” needs
training, the specific training needed
and whether it is appropriate.
Poor Changes in the
performance job
The following could help determine the
need for training as the likely solution to a
performance problem:
• The performance problem is vital to the possibility
of costing the firm a huge amount of money from
lost productivity or customers.
Person • Employees do not know how to perform effectively
Training with little or no previous training at all or earlier
training has been ineffective.
• Correct knowledge or behavior cannot be show by
employees due to infrequent or never used training
content on the job.
• There are clear performance expectations and there
are no problems to performance like faulty tools or
equipment.
e) Employees may not be satisfied with
extrinsic factors like compensation
f) Employees obtain timely, relevant,
Person accurate, constructive, and specific
Training feedback about their performance.
g) Other solutions like job redesigning or
transferring employees to other jobs are
too expensive or not practical.
Work Analysis/Task
Analysis
Attempts to answer the question “what”
should be taught in training so that the
employee could do the job satisfactorily.
It also identifies the conditions in which
tasks are performed.
Training Need Analysis Model
Person Analysis
• KSA
• Performance
• Feedback
Organizational Analysis • Job
• Strategic direction
• Support of managers, peers & and
employees for training activities
TNA
• Training Resources
Task Analysis
• Work Activity
• KSA required
• Significance
• Job Analysis
• Surveys
APPROACHES • Observations
IN • Interviews
INFORMATION • Customer comment
GATHERING • HR records
FOR TRAINING • Focus groups
• Sampling
NEED
• Group tests
ANALYSIS
Surveys – it consists of written questionnaire that employees answer on a secret
basis which will permit them to reply freely and be straightforward with their
answer.
Observation – it involves monitoring. Observing the employees while working
can offer the trainer with adequate information as to where the deficiencies exist.
Interviews - involve conserving with each individual employee or as a group to
talk about what probable problems and issues are to blame for the deficiencies. It
consents to solicit suggestions and opinions from the employees.
Customer comment – collected from the customer which serve as basis of
information as to what the deficiencies may be. Be confident that each question on
the customer comment card is intended toward a definite service already offered in
order to determine its effectiveness.
HR Records – can include accident and safety reports; attendance records; grievance
filings; exit interviews; performance evaluations; and other company records such as
production, sales, and cost records.
Focus groups – it involves simultaneously questioning a number of individuals about
training needs.
Sampling – is similar to surveying and focuses on a smaller,
selected group.
Group Tests – can identify areas that need to be addressed, as
well as employees who need training.
BARRIERS ON PERFORMING TNA
Confidential information – make respondents anonymous and clarify the use of information.
Management buy-in – it is important to sell to managers who are involved to the deficiency of
the purpose and the benefits of collecting information.
Unwilling employees/participants – seek the help of management through memos indicating
the purpose of data collection and how the results will be used.
Cost - promote the data gathering process as an investment in the progress of the organization.
Interrupts works – keep the survey brief, attractive in appearance, and simplified
1. Establishing the objectives – the training
objective should correspond to a business
strategy and objective. This can be specific to
an individual employee, work unit,
department or the entire organizational.
TRAINING
2. Review current and past training programs –
NEEDS it is important to review past training
programs to see if there are weaknesses that
ANALYSIS need to be adjusted in order for the current
PROCESS training to be aligned with the training
requirements of the employees.
3. Analyzing job functions – it is a must to
analyze job functions of the employees, then
the training is useless.
4. Categorizing the types of training needed –
one way to do this, is by providing the individual,
occupation, and organizational level capabilities
and needs.
TRAINING 5. Design and implementation of the training
survey – there must be enough knowledge on
NEEDS how to go about the process of collecting
pertinent information. The right survey questions
ANALYSIS and the manner of obtaining the data are vital.
PROCESS 6. Communicating the result to higher
management – the conclusion of the training
must be in the proper format so that higher
management can more effortlessly grasp the
accuracy and meaning of the suggestion.
CONDUCTING TRAINING NEED ANALYSIS IN A
SMALL BUSINESS
1. The facilitator meets all employees who have the same job in the conference room with a
whiteboard or flip charts and markers.
2. Inquire each employee to write down their ten most important training needs. Accentuate that
the employees should write specific needs.
3. Then request each person to write down their ten training needs.
4. When all training needs have been written make use of a voting process to prioritize the
training needs across the groups. Tell needs assessment participants to vote for their priorities.
5. List the training needs in order of importance. Make sure to maintain a record of the training
needs assessment session.
6. Take time, or schedule another session, to brainstorm the needed outcomes or goals from the
first 3-5 training sessions identified in the needs assessment process.