Training needs analysis (TNA)

A training need is any shortfall between the knowledge, skills and attitudes of the employee vis-ΰ-vis what is required by the job, or the demands of organisational change. Training needs are discrepancies between identifiable shortfalls in knowledge, attitudes or skills. A training needs analysis is a systematic process by which training needs are investigated and consolidated to provide the basis for the training programme.

These ‘things’ are usually associated with the organisation, departmental or individual performance. Some useful indicators for training needs analysis include the following:

·         Legislation or policy changes – this puts new demands on the human resource in terms of skills/competencies.

·         Lack of basic skills – an assessment of the skill level of staff vis-ΰ-vis the job requirements may be the evidence of a need.

·         Poor performance – appraisal may reveal gaps in the performance of an individual or organisation

·         New technology – the emergence of new technology may render the skills of current staff redundant and hence a human resource development need arises.

·         Customer requests – the enlightened consumer is putting demands on public servants who may be ill equipped to provide the demanded service.

·         New products/services – the emergence of new products/services requires that the human resources be adequately prepared to cope.

·         Higher performance standards – high performance standards have emerged due to new technology, globalisation and an enlightened and demanding consumer.

·         New jobs – this may be due to promotion, recruitment or the creation of new structures that lead to the emergence of new jobs.

·         Career progression requirements – where there is a defined career growth path that calls for the acquisition of competencies as one develops a career.

Levels of training needs

Training needs analysis is done on three levels (Gomez-Mejia 2007). These are:

·         Organisational level needs – changes of the mandate of state agency, and expectations of consumers through surveys may reveal a need for organisations to change the behaviour of service providers or retooling them.

·         Task analysis needs (job analysis) – skill required to perform a given task could help to determine the needs of the current jobholders.

·         Person analysis needs – the competencies of current jobholders could also be assessed to determine their suitability for their jobs.

Therefore, in principle no training should take place unless it is commercially justifiable (the benefits exceed the costs), and it complements the strategy of the organisation.

Training should answer the following questions:

·         What skill gaps are there in the organisation?

·         Which problems can be solved by training?

·         What are the appropriate non-training solutions?

·         What will happen if no training is provided?

·         What would be the best way to provide the training?

Carrying out a training needs analysis is a task for an experienced trainer, but it also requires a good understanding of what goes on in the job and what the management is thinking.

Training needs analysis also requires excellent listening and analytical skills. It is an art, not a science to balance all the competing needs and interests.

Training needs analysis (TNA)

Training needs analysis is a four-step process involving:

·         Finding out what the job requires.

·         Sources of information are interviews, surveys, observations, job descriptions, and internal or national occupational standards.

·         Finding out what is happening at present.

·         Fact finding and analysis based on review of appraisal forms, performance against standards, performance compared to previous years.

·         Analyse areas where weaknesses exist and their impact on performance.

·         Identify the skills gap.

·         Finding out what is needed to fix the gap.

·         Separate the training from other elements such as poor supervision and recruitment problems, poor motivation or practical obstacles.

·         Devising a plan.

·         Agree on the kinds of training that will have real benefits.

·         Decide on the training approach to be used.

·         Develop core training for key groups of staff.

·         Ensure that the training will be supported by other operational procedures such as the performance appraisal system and standard working arrangements.

·         Prioritise activities according to need and potential payback.