TRAINING

&
DEVELOPMENT
BY ASHWIN
NIMMY
PARVATHY
RAINING NEEDS ANALY
(TNA)
 TNA
Training Needs Analysis
(TNA) is a systematic
method for determining
what caused performance
to be less than expected or
required.

Performance Improvement is
the focus of Training
TNA MODEL ANALYSIS PHASE
INPUT PROCESS OUTPUT

ORGANIZATIONAL ANALYSIS
• OBJECTIVES
• RESOURCES
• ENVIRONMENT TRAINING
NEEDS
IDENTIFY
OPERATIONAL PERFORMANCE
TRIGGER ANALYSIS DISCREPANCY (PD)
(AOP)<(EOP) EXPECTED PD = EP-AP
PERFORMANCE (EP) &
CAUSES OF PD

NONTRAINING
NEEDS
PERSON ANALYSIS
ACTUAL PERFORMANCE
(AP)
Step 1- TRIGGERING EVENT

Triggering event that initiates the TNA.

Example: when a key decision-maker suggests

that there is a performance problem now or in
the future , a TNA is triggered.
Step 2- INPUT

Which consists of :

1. Organizational analysis.
2. Operational/t ASK analysis.
3. Person analysis.
1. Organizational analysis.
 Is an examination of an organization’s strategy, its goals and
objective , and the systems and practices in place to determine
how they affect employee performance.
 This is necessary to help identify the cause of discrepancies
and, specifically, to determine whether discrepancies are, in
fact, correctable through training.
 This analysis should able to provide information about the
following:
– The mission and strategies of an organization.
– The resources and allocation of the resources.
– The factors in the internal environment that might be causing the
problem.
– The effect of the preceding factors on developing, providing, and
transferring the KSAs to the job if training is the chosen solution to the PG.
2. Operational analysis.
 Is the examination of specific jobs to determine the
requirements, in terms of the task required to be done, and
KSAs required to get the job done.
 Typical technique for obtaining the task and KSA data that is
required to meet expected job performance standards is the
job analysis.
 For effective job analysis, following steps are useful:
• What is the job?
• Where to collect data?
• Who to ask?
• Who should select incumbents?
• How many to as?
• How to select?
• What to ask about?
3. Person analysis.
 Is the examination of the employees in the jobs to
determine whether they have the required KSAs to perform
at the expect level.

 Some methods to do personal analysis:

• Performance Appraisal.
• Self-Ratings.
• Proficiency Tests.
• Cognitive Tests.
• Behavioral Test.
• Attitude Measures.
 Step 3- PROCESS
 The operation analysis provides information on expected
performance. Expected Performance (EP) is the level of
performance expected in a particular job. The person analysis
provides information on actual performance. Actual
Performance (AP) is the current level of performance by an
individual on a particular job. When actual performance is
lower than expected performance, then a more specific
performance gap(PG) is identified.
– Performance gap(PG)
– For TNA trigger, the difference between actual
organizational performance and expected performance,
is called an “ organizational “ performance gap. The
difference between actual an expected performance
obtained from the operational and person analysis of the
TNA is simply termed a ‘ performance gap”.
Step 4- OUTPUT
This phase is about the conclusion as to whether the
PG indicates either training or non-training needs.
Training needs : are dealt with by designing appropriate
training programs.
Non-Training needs
That have no KSA Deficiency.
Reward/punishment in congruencies,
Inadequate or inappropriate feedback,
Obstacles in the system.
That have KSA Deficiency.
Job aids,
Practices,
Changing the job itself.
Approaches To TNA

1. Reactive TNA
A current organizational performance gap triggers a reactive TNA.
Example: if the expected number of widgets produced per week
is 5,000 and actual production is 4,300.

2. Proactive TNA
Focuses on anticipated or probable performance problems in the
future.
Example: consider a organization’s decision to implement
statistical process control(SPC) to improve the quality of its
widgets.
SUMMARY
 Training is a reasonable solution when a performance gap is
caused by an employee’s lack of KSAs. Most such problems are
poor match between organizational structure and performance
expectations. A TNA will reveal the location and the reason for
the problem.
 When ever a KSA deficiency creates a PG and training is
required, the TNA ensures that the KSA deficiencies are
identified.
 If TNA is conducted:
 The appropriate KSAs required to do the job are identified.
 The KSAs of the employees in that job are determined, so that
only those needing training are trained
 The roadblocks to transfer of the training are identified and
removed.
TYPES OF TRAINING
TRAINING

 Any planned effort designed to facilitate the

acquisition of relevant skills ,knowledge , and/or
attitudes (values) by organizational members.
 Short term.
 An opportunity for learning. To learn is ‘to gain
knowledge , skill and ability’.
OBJECTIVES OF TRAINING
 Orienting new employee to the organization and
their job.

 Helping employees perform their current jobs well.

 Helping employees qualify for the future jobs

 Keeping employees informed.

 Providing opportunities for personal development.

 TRAINING

Cognitive methods Behavioural method

Off the job training On the job training
Skills training : train in basic skills like
speaking, listening, problem solving, working
as a part of a team etc. (lectures,
apprenticeship, coaching etc)

Refresher training:
rapid change in technology.
taking the help of outside consultants
 Cross functional training
-involves training emp to perform
operations in areas other than their assigned
job.
-workers become more adaptable and
versatile.
-job rotation
 ON THE JOB TRAINING
 On-the-job-training (OJT) is simply the training that an
employee receives at work during the normal work day.
 To teach a single skill or task.

 Used to help teach tasks within a work process.

 Skilled co-workers or supervisors instruct employees and they
learn the job by personal observation and practice.
 Best for skill development.
 SUITABILITY OF OJT
 When learning is more to do with skill.

 When transfer of learning to work is a challenge.

 When cost of training is a concern

 When adequate trainers are available

 When the trainees are few in number

 ADVANTAGES

 Cost effective
 Saves mandays
 Gives performance output
 Learning is easily transferred
 Easy to evaluate
Different on the job training methods are as
follows.
 Training by experienced workmen : In this
experienced workers impart training to the trainees ,
especially when they need helpers.
 Demonstrations and examples: In this method the
trainer uses several examples and demonstrates the
job to the trainee by performing it himself or herself.
 Apprenticeship : oldest and most common method of
training ,wherein most of the training time is spent on
On-the-job productive work. Each trainee is given a
programme of assignments according to pre-
determined schedule.
 OFF THE JOB TRAINING

Is given outside the actual work place.

Best for knowledge development.

The various off the job training methods are

Lectures : Impart theoretical knowledge on

relevant subjects/aspects to the trainees. Cost
per trainee can be reduced in this method.
Vestibule training(training centre): the
trainee is exposed to an artificial working
environment wherein on-the-job situations
are duplicated in a company classroom.
Business games: in this type ,participants
learn how to deal with a variety of issues in a
simulated business environment.
Contd…
 Trainees are provided with information
describing a situation and are asked to make
decisions about what to do.
Role –playing: a method of human interaction
which involves realistic behaviour in the
imaginary situations . Trainees enact a given
role while other observe their projections
In-basket exercise
 ADVANTAGES

Controlled conditions
Best of expertise
Group interaction
Uniformity of learning
Safety and quality at work
On-the-Job Training Off-the-Job Training

Cheaper to carry out Learn from specialists in that area of work

who can provide more in-depth study

Training is very relevant and practical Can more easily deal with groups of
dealing with day to day requirements of workers at the same time
job

Workers not taken away from jobs so can Employees respond better when taken
still be productive away from pressures of working
environment

Employees who are new to a job role Workers may be able to obtain
become productive as quickly as possible qualifications or certificates
TRAINING MODELS
TRAINING MODELS

Systematic model

Instructional system development model

Transitional model
 SYSTEMATIC MODEL
FEEDBACK

evaluate

execute
develop
design

analyse

FEEDBACK
INSTRUCTIONAL SYSTEM
DEVELOPMENT MODEL
TRANSITIONAL MODEL
 TRAINING ADMINISTRATION
Typically, you will learn how to:

 Provide a training plan given by organization strategy.

 Establish training needs.
 Create training and development plans.
 Use the training cycle in training strategy.
 Understand the importance of training administration
cycle to their role.
Contd..
 Use a set of effective administrative systems and
procedures to underpin the training function.
 Manage relationship with trainers and consultants.
 Use a system and procedure for managing pre and
post course administration.
 Use a range of approaches to promote training and
reducing non-attendance.
 Meet and greet attendees to create relationships
 Report findings to management to enable effective
budgeting and return investment calculations (ROI)
 TRAINING BUDGETS
Budget saving ideas to keep training expenses
down:

Utilize existing training

Hire a trainer on contract
Choose a location that is central
Use online or distance learning techniques
NEED FOR A TRAINING BUDGET
Control your money.

Monitor the expenses and the income.

Plan in advance how much money you need to

spend and how you can generate income to
cover your expenses.

Make decisions about the spending.

PREPARATION OF A TRAINING BUDGET

 Identify training expenses

 Calculate budgeted expenses

 Identify sources of income

 Calculate budgeted income

 Calculate budgeted profit or loss

MONITOR THE TRAINING BUDGET

Retain receipts and invoices

Record income and expenses

Compare actual income and expenses with

budgeted income and expenses
 REFERENCES
Effective Training – P. Nick Blanchard, James W. Thacker
Training and Developing- G Pandu Naik
???????????
THANK YOU !!!!!!!!