Needs Analysis Phase
Input Process Output
Triggering
Event
Design Phase
Input Process Output
Development Phase
Input Process Output
Implementation Phase
Input Process Output
Outcome
Evaluation
Data
Process
Evaluation
Data
Evaluation Phase
Input Process Output
Training is concerned with performance both of the individual and the organisation.
Three questions that need to be answered:
What do people need to learn in order to perform?
What do people need to learn for the organization
to perform?
Where and how can learning support performance?
PERFORMANCE (P)
MOTIVATION
(M)
KNOWLEDGE,
SKILLS, AND
ATTITUDES (KSA)
P = M x KSA x E
ENVIRONMENT
(E)
Implementing: Doing things well. Gap
between desired and actual performance
Improving: Doing things better. Raising
current standards
Innovating: Doing new and better things.
Making a step-change
Organisational
Implementing
Improving
Innovating
Meeting current
org. objectives
Group
Individual
Working together
Being competent
to meet existing
at the level of
targets and
existing needs
standards
Setting higher
objectives and
reaching them
Continuous
improvement
teams
Having & using
continuous
improvement
skills and
processes
Changing
objectives and
strategies
Working across
boundaries to
create new
relationships and
new products and
services
Working
differently and
creatively with a
shared sense of
purpose
Training need is a condition where
there is a difference between
what is and what should be
Three reasons why people dont behave as
they are expected
They dont know how or when to perform
(Knowledge and Skills)
They arent motivated (Motivation)
They are prevented by the organisation or the
environment (Organisation and Environment)
Gain trust of all stakeholders critical to
success of the process
Relationship with top management to
determine
Need for process
Expectations from process
Relationship with other organizational
members
Involve, advise, inform all key people
Examining the details that must be made clear
so that the TNA process can function properly
Define the Target Job: which job(s) will you
analyze
Choose Methods for TNA: will depend on the
objectives of the TNA
Determine Participants in the TNA
You are setting up the PROTOCOL for the TNA
Input
Process
Output
Organizational
Analysis
TRIGGER
Actual
Organizational
Performance
AOP < EOP
Expected
Organizational
Performance
Operational
Analysis
(EP)
Person
Analysis
(AP)
Identify
Performance
Discrepancy
PD = EP <
AP
And Causes
of PD
Training
Needs
Non
Training
Needs
Organisation
Analysis
Task
Analysis
Organisational
Demands
Performance
gap
Person
Analysis
Employee Capability
To ensure training is done for the right
topics, topics that fit and foster the
organisations various agendas
Understanding organisational culture
ensuring that key stakeholders provide
meaningful input
Specify goals
3 scenarios:
Clarity in goals and ways to achieve them e.g.
adopting new technology and training required for it
readily available
Clarity in goals but lack of ways to achieve e.g. new
technology adopted but no training available
Goals are unclear or are changing, e.g. in case of
mergers or changing culture
Determine organizational training climate
Determine legal / environmental constraints
Organizational Goals & Objectives
Resources
Internal Environment
Budget
Labor Inventory
Skills Inventory
Organizational Climate and Culture Indices
Other Organisational Indices
Changes in System or Subsystem
Management Requests
Dissection of a task into knowledge, skills
and attitudes needed to accomplish it
Job descriptions become very helpful in
identifying gaps in task skills and learning
needs
Job Analysis
Role Analysis
Competency Analysis
Performance Standards or Benchmarks
Analysis of operating problems
Understanding the characteristics of
individuals within the target training
population.
Performance
data or appraisals
Observation work sampling
Interviews/ Questionnaires
Tests
Attitude surveys
Training progress charts
Diaries
Assessment centers
Coaching and Mentoring Programmes
NAME
SKILL
1.
2.
3.
X
= cant do yet
= has skill but is not yet a practitioner
= can perform the skills but with difficulty
= can perform the skill well
Performance Discrepancy?
YES
Is it worth fixing?
YES
Performance Discrepancy due to?
KSA
Deficiency
YES
Choose
Appropriate
Remedy
Reward/
Punishment
Incongruence
Inadequate Obstacles in
Feedback
the system
YES
YES
YES
Modify
Systems
Provide
Proper
Feedback
Remove
Obstacles
Performance discrepancy is worth
fixing AND is due to a KSA
deficiency
Change
KSA
Deficiency Contingencies
Job Aid
Change the Job
Transfer or Terminate
Training
Practice
Provide
Feedback
Remove
Obstacles
Check that training is the appropriate
solution
Find alternatives to training
Check that individuals have not been
previously trained
Check queries with managers
List of the courses the person has
attended.
Training request form receipt or the
assessment center report or performance
appraisal record.
Training required by the person.
Range of dates for when the training is
required.
Shows the training the individual has
completed and what s/he needs to do.
Shows
all the people who have requested a particular
course
all the people who need a particular skill
the amount and type of training requested by a
particular part of the organization
Includes
The number of days planned to be provided
Spread of training load over the year
Cost of training
Number of days of training per employee
Impact on the training department
Impact on the organization
Discuss the draft plan with the heads and
the HR managers to get buy in from the
stakeholders and find out the fatal flaws
before the plan becomes public.
Has to balance
Corporate demands, policies and strategies
(umbrella under which the needs are identified)
as well as Task & Individual requirements.
Use of tools depends on organizational
environment, department/jobs being
assessed and individuals being studied.
All human beings have things they are
motivated to do.
Skill lies in matching organizational needs
to the motivation needs of the individual.
Training must try to ensure learning.
The aim is to find ways
to enable an individual to
use his/her gifts
