Books on training needs analysis

090ChecklistTraining Needs Analysis Introduction Effective training or development depends on knowing what is required - for the individual, the department and the organisation as a whole. With limited budgets and the need for cost-effective solutions, all organisations need to ensure that the resources invested in training are targeted at areas where training and development is needed and a positive return on the investment is guaranteed. Effective TNA is particularly vital in today's changing workplace as new technologies and flexible working practices are becoming widespread, leading to corresponding changes in the skills and abilities needed. Analysing what the training needs are is a vital prerequisite for any effective training programme or event. Simply throwing training at individuals may miss priority needs, or even cover areas that are not essential. TNA enables organisations to channel resources into the areas where they will contribute the most to employee development, enhancing morale and organisational performance. TNA is a natural function of appraisal systems and is key requirement for the award of Investors in People. The analysis of training needs is not a task for specialists alone. Managers today are often responsible for many forms of people management, including the training and development of their team, and should therefore have an understanding of training needs analysis and be able to implement it successfully. Effective TNA involves systematic planning, analysis and coordination across the organisation, to ensure that organisational priorities are taken into account, that duplication of effort is avoided and economies of scale are achieved. All potential trainees should be included in the process, rather than rely on the subjective evaluation of managers. Ideally, managers should also receive training in the process of TNA itself, to clarify what they are trying to achieve and what their approach should be. National Occupational Standards for Management and Leadership This checklist has relevance to the following standards: D: Working with people, unit 7 All rights reserved. No part of this publication may be reproduced in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the publisher.
Definition A training need is a shortage of skills or abilities, which could be reduced or eliminated by means of training and development. Training needs hinder employees in the fulfilment of their job responsibilities or prevent an organisation from achieving its objectives. They may be caused by a lack of skills, knowledge or understanding, or arise from a change in the workplace. Training needs analysis identifies training needs at employee, departmental or organisational level in order to help the organisation to perform effectively. The aim of training needs analysis is to ensure that training addresses existing problems, is tailored to organisational objectives, and is delivered in an effective and cost-efficient manner. Training needs analysis involves: •monitoring current performance using techniques such as observation, interviews and questionnaires •anticipating future shortfalls or problems •identifying the type and level of training required and analysing how this can best be provided. Action checklist Training needs can be sorted broadly into three types: •those you can anticipate •those that arise from monitoring •those which result from unexpected problems. 1. Ensure that the identification of training needs is integrated across the organisation Training needs discovered in one department are likely to exist in others. It is pointless for individual managers to throw their own limited resources at each problem as it arises, duplicating efforts and dissipating energy. Most organisations have a personnel function which organises training delivery. You may not be the person responsible for coordinating the system, but you have an important role to play in collecting the best information you can on the training needs of the people who work for you and passing it up the line. At the very least, liaise with other managers to aggregate training needs information, so that a range of appropriate training and development activities can be planned. 2. Anticipate future needs Training needs often appear at the organisational or activity level. For example, the arrival of a new office or workshop equipment, may well have training implications for everyone using it. Alternatively, an organisation that decides to enhance its level of customer service as part of a corporate strategy knows that a programme of training and development is essential for its success. All rights reserved. No part of this publication may be reproduced in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the publisher.