100% found this document useful (2 votes)
6K views2 pages

Approaches of TNA

A Training Needs Analysis (TNA) identifies an organization's training needs by assessing the gap between employees' current and required knowledge, skills, and attitudes. A TNA involves collecting data on current workplace performance and objectives through methods like interviews, observations, and analyzing performance appraisals. This identifies individual and group training needs, which can be reactive to address existing weaknesses or proactive to prepare for future changes. The TNA then determines how to meet these needs through appropriate training programs.

Uploaded by

mehwishali72
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
100% found this document useful (2 votes)
6K views2 pages

Approaches of TNA

A Training Needs Analysis (TNA) identifies an organization's training needs by assessing the gap between employees' current and required knowledge, skills, and attitudes. A TNA involves collecting data on current workplace performance and objectives through methods like interviews, observations, and analyzing performance appraisals. This identifies individual and group training needs, which can be reactive to address existing weaknesses or proactive to prepare for future changes. The TNA then determines how to meet these needs through appropriate training programs.

Uploaded by

mehwishali72
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
You are on page 1/ 2

Training Needs Analysis (TNA)

A Training Needs Analysis (TNA) is used to assess an organization’s training needs. The root of
the TNA is the gap analysis. This is an assessment of the gap between the knowledge, skills and
attitudes that the people in the organization currently possess and the knowledge, skills and
attitudes that they require to meet the organization’s objectives.

APPROACHES OF TNA

Determining training needs or tna involves collecting data on both the current situation within
the organization and its actual requirements. There are several tna approaches available which
can achieve this, including:

 Interviews of employees and managers/supervisors


 Performance appraisal data
 Observation and work study using consultants
 Outside assessment centers
 Analysis of other data from the workplace

The most common type of tna (training needs analysis) is really a combination of reviewing both
how well a job is performed in total, and how well the individual tasks are performed within the
job. I.e. a combination of performance and task analysis.

The steps involved in this tna approach are as follows:

1. Determine what level and type of job performance is desired.


2. Determine the critical job outputs.
3. Determine what tasks are required of the employee to produce the critical job outputs.
4. Determine the knowledge and skills required to perform these tasks successfully, as well as
any other relevant factors such as job design, resources, etc.
5. Identify the employee's actual, typical job performance.
6. Determine the gap between desired job performance and actual, typical performance.
7. Assess the impact of this gap upon performance of the organization.
8. Identify the cause of the performance gap, that is whether there is a training problem.
9. Identify the new knowledge and skills required, based on impact on job performance.

TYPES OF TRAINING NEEDS

 Training can involve the changing of employees' knowledge, skills, attitudes and
behavior. To ascertain the appropriate requirements of each job carry out a tna in terms of
these four factors, which are described below.

 Knowledge - facts, procedures, principles and basic skills. Training which involves
improvement of knowledge is tending to move more towards the use of self-instruction
methods.
 Skills - aims to change the behavior of the trainee, usually by seeing and hearing the
new skills, practicing them and receiving feedback on progress.
 Attitudes - this is the hardest factor to alter, as it is affected by many variables outside
the training process, such as the manager's behavior, company policy, the peer group, etc.
Examples of attempts to change attitudes could include making employees more customer
and service-oriented, gaining acceptance of organizational change or improving loyalty and
commitment towards the organization.
 Behavior - replacing old work habits with new ones, by attempting to modify employee
behavior. Behavior is activity which can be seen and measured. Note that training of this
nature will require reinforcement once the employee returns to the job.

Training needs can generally be classified as either individual or group needs.


Individual needs may relate to orientation (induction) training, initial (basic) training,
remedial training (to correct perceived faults - this situation is an alternative to recruiting
new staff), refresher training (such as in company policy, safety, fire drill) or personal
development.

Group needs, on the other hand, refer to the need for a number of employees to change
their behavior collectively. Examples include team-building exercises designed to increase
group cohesion or introducing new technical information to a group.

In addition, types of training needs can be reactive or proactive.

1. Reactive Training - identifies existing weaknesses and acts to remedy them. These
weaknesses take the form of barriers which prevent the achievement of set objectives, and
can be identified by various symptoms. Examples may include production problems, poor
quality control, labor turnover, absenteeism, accidents, grievances, interpersonal conflicts,
customer complaints, ineffective use of staff specialists, poor supervision and management
practices, unknown or misunderstood objectives, and various others. (Note that the
symptoms may require solutions other than training - this will require further
investigation.).

2. Proactive Training - prepares of employees to handle future changes, both within and
external to the organization. This is a longer-term approach, oriented towards development.
Changes which may affect organization plans include product type and demand, work
process, technology changes, legislation, financial factors, political issues and business
expansion/contraction.

The benefits to you and your organization are:

 Investment in training and development will have a focus and direction.


 Priority training needs throughout the organization will become apparent.
 Appropriate methods for meeting these needs will be identified.
 Training will be systematic and planned but flexible enough to cope with ad hoc
requests.
 The benefits of training will be measured against the initial costs.

 The contribution that training makes to organizational growth and success will be
recognized.

You might also like