ANALYZE YOUR TRAINING NEEDS
Book Details
Author(s)Latiff Sher
PublisherLS ORGANIZATIONAL MATTERS
ISBN / ASINB00CEGHEFW
ISBN-13978B00CEGHEF2
Sales Rank2,139,983
MarketplaceUnited States 🇺🇸
Description
INTRO – Analyze your training needs
Whatever the reason for conducting Training Needs Analysis, the primary objective is to effect CHANGE in any one or all of the following:
1. Performance problems
2. Anticipated introduction of new technology or change in the system of completing the work
3. The apparent intent of the organization to benefit from the opportunity(resulting from the successful completion of training)
Rrapid changes in this technological era have made even the most skeptical Organizations resort to training in order to be competitive in the market-place.
Besides the obvious training needed in technological training e.e.g. in the use of computer hardware and software, it is imperative that the training does not begin and end with a tunnel vision on the innovations in technology; training must have a “global perspective†and include other training that will improve organizational effectiveness i.e. behavioral, knowledge, skills, attitude and aptitude.
What then is the Training Needs Analysis (TNA)?
It is a series of activities conducted to identify problems or other issues (mentioned above) and to determine whether training is the appropriate response.
The TNA specifically defines the gap between the current and desired individual and/or organizational performance.
A good Needs Analysis often reveals the need for the type of training, where and when it is most required. However, you must bear in mind that training is not always the best way to close the gap between the organization’s goals and its actual performance. The personnel conducting the needs analysis must themselves have a clear idea of the problem, look at all possible remedies and report on their findings to management before deciding on the best solution.
When the TNA is effectively done, it is a wise investment for the organization. It saves time, money and effort by working on the problems. Organizations that fail to support Needs Analysis make costly mistakes; they use training when another method would have been more effective; they use too little or too much training or they conduct the right training but fail to follow up on it.
A well performed analysis provides the information that can lead to solutions that focus on the areas of greatest need
The process of conducting TNA is based on specific information gathering techniques.TNA proceeds in stages as each affects the next stage. Each particular situation requires its own mix of observing, probing, analyzing and deducting.
Eight major areas are discussed and it is for the training department to recommend which method to use on a stand-alone basis or in combination with other ways..
Training must never be considered as something “nice to haveâ€. Ideally the cost of training arising from (and approved by management) the TNA should be budgeted for like any other fixed expenditure. Several countries have made it mandatory for organizations to contribute a certain % of their monthly payroll to a Governmental agency and can off-set the cost of approved (by the Agency) training against this contribution. This is not the ideal methodology but it does implore upon organizations the need to train their people.
Progressive companies do not limit the amount (and cost of )training required to this mandatory contribution to the Government agency but spend s what it takes to train their people, based on the findings of a well managed TNA. They consider training as an investment and not a cost as narrow minded managers do!
A Needs Analysis is not a one-time event. Well managed and profitable organizations administer a full blown TNA at least once a year and more often if the micro and macro dynamics have changed since the last TNA was completed.
We are living in an age where creativity and innovations abound and I this environment only those who seize these opportunities quickly by training their employees promptly and effectively will be the victors, not just the surv
Whatever the reason for conducting Training Needs Analysis, the primary objective is to effect CHANGE in any one or all of the following:
1. Performance problems
2. Anticipated introduction of new technology or change in the system of completing the work
3. The apparent intent of the organization to benefit from the opportunity(resulting from the successful completion of training)
Rrapid changes in this technological era have made even the most skeptical Organizations resort to training in order to be competitive in the market-place.
Besides the obvious training needed in technological training e.e.g. in the use of computer hardware and software, it is imperative that the training does not begin and end with a tunnel vision on the innovations in technology; training must have a “global perspective†and include other training that will improve organizational effectiveness i.e. behavioral, knowledge, skills, attitude and aptitude.
What then is the Training Needs Analysis (TNA)?
It is a series of activities conducted to identify problems or other issues (mentioned above) and to determine whether training is the appropriate response.
The TNA specifically defines the gap between the current and desired individual and/or organizational performance.
A good Needs Analysis often reveals the need for the type of training, where and when it is most required. However, you must bear in mind that training is not always the best way to close the gap between the organization’s goals and its actual performance. The personnel conducting the needs analysis must themselves have a clear idea of the problem, look at all possible remedies and report on their findings to management before deciding on the best solution.
When the TNA is effectively done, it is a wise investment for the organization. It saves time, money and effort by working on the problems. Organizations that fail to support Needs Analysis make costly mistakes; they use training when another method would have been more effective; they use too little or too much training or they conduct the right training but fail to follow up on it.
A well performed analysis provides the information that can lead to solutions that focus on the areas of greatest need
The process of conducting TNA is based on specific information gathering techniques.TNA proceeds in stages as each affects the next stage. Each particular situation requires its own mix of observing, probing, analyzing and deducting.
Eight major areas are discussed and it is for the training department to recommend which method to use on a stand-alone basis or in combination with other ways..
Training must never be considered as something “nice to haveâ€. Ideally the cost of training arising from (and approved by management) the TNA should be budgeted for like any other fixed expenditure. Several countries have made it mandatory for organizations to contribute a certain % of their monthly payroll to a Governmental agency and can off-set the cost of approved (by the Agency) training against this contribution. This is not the ideal methodology but it does implore upon organizations the need to train their people.
Progressive companies do not limit the amount (and cost of )training required to this mandatory contribution to the Government agency but spend s what it takes to train their people, based on the findings of a well managed TNA. They consider training as an investment and not a cost as narrow minded managers do!
A Needs Analysis is not a one-time event. Well managed and profitable organizations administer a full blown TNA at least once a year and more often if the micro and macro dynamics have changed since the last TNA was completed.
We are living in an age where creativity and innovations abound and I this environment only those who seize these opportunities quickly by training their employees promptly and effectively will be the victors, not just the surv
