SLIDE 1

Module_1
Introduction to Training and
Training need analysis
SYLLABUS

 Important concepts and meanings Training, Development, Education;

Objectives of training;
 Benefits of training;
 Why and when to conduct TNA;
 TNA model;
 Data sources for locating gap in organizational performance;
 framework for conducting TNA; Output.
MEANING AND DEFINITION-TRAINING

 The process of learning the skills that one needs for a particular job or activity.’
 According to Raymond A Noe, ‘Training refers to a planned effort by a company to
facilitate employee’s learning of job related competencies.’
 According to P. Bramley, training is ‘a process which is planned to facilitate
learning so that people can become effective in carrying out aspects of their
work’.
 The Manpower Services Commission (UK) defined training as ‘A planned process
to modify attitude, knowledge or skill, behaviour through learning experience to
achieve effective performance in an activity or range of activities. Its purpose, in
the situation, is to develop the abilities of the individual and to satisfy the current
and future needs of organization.’
ELEMENTS OF TRAINING

 Training is a process.
 Training is a planned and structured activity.
 Training is learning of job specific knowledge and skills.
 Training caters to the needs of the organization.
Meaning of Training ‘a planned and systematic process of imparting knowledge,
skills and attitudes, to achieve effective performance in an activity or range of
activities.’
EDUCATION –MEANING

 The Manpower Services Commission (UK) defines education as: Activities which
aim at developing the knowledge, skills, moral values and understanding required
in all aspects of life rather than a knowledge and skill relating to only a limited
field of activity. The purpose of education is to provide the conditions essential to
young people and adults to develop an understanding of the traditions and ideas
influencing the society in which they live and to enable them to make a
contribution to it. It involves the study of their own cultures and of the laws of
nature, as well as the acquisition of linguistic and other skills which are basic to
learning, personal development, creativity and communication.
DEVELOPMENT-MEANING

 The focus of development is on the individual’s latent potential.

 It is a long-term process and it manifests itself gradually.
 It is a continuous process and it aims at fulfilling an individual’s potential.
 It is the result of conscious and unconscious learning and it comes with age, maturity and experience.
 It is reflected in better interpersonal skills and in better understanding of human psychology.
 It cannot be taught formally, as it is based on guidance of and counselling by superiors.
 Employee development is related to the organization’s future growth and requirements.  It is
indicative of the growth of the learner (worker) and not of learning (training).
 It caters to the need of self-actualization of an individual.
 Organizations focus on employee development with the intention of making a long term investment.
Organization’s efforts at employee development bear results only in the medium- to long-term time
scale
TRAINING OBJECTIVES

 Individual Objectives – They help employees in achieving their personal goals, which in
turn, enhances the individual contribution to an organization.
 Organizational Objectives – They assist the organization with its primary objective by
bringing individual effectiveness.
 Functional Objectives – They maintain the department ‘s contribution at a level suitable to
the organization ‘s needs.
 Societal Objectives – They ensure that an organization is ethically and socially responsible
to the needs and challenges of the society.
 NEED FOR TRAINING

 To improve the efficiency of employees

 To reduce wastage of time and money.
 To have quality output,
 To bring down supervision.
 To have preventive maintenance,
 To achieve optimum performance,
 To boost morale of employees,
 To prepare workforce for future challenging work,
 To reduce absenteeism,
 To bring down the grievances.
 To build career by personal growth,
BENEFITS/ADVANTAGES OF TRAINING

 For individual
 For organisation
ADVANTAGES OF TRAINING- INDIVIDUAL

 Training enhances an individual’s skill levels.

 Training provides an opportunity to develop one’s latent potential.
 Proper training increases the confidence of the worker to perform the assigned task.
 Selection for a training programme is often perceived by the worker as a sign of his
importance for the organization.
 Learning new skills during a training stint often enhances the status of the worker in the work
place.
 Training in new skills may often open doors to more lucrative opportunities.
 Training improves internal and external job mobility.
 Training improves promotion prospects for the worker.
 Training and learning new skills raises the market value of the worker.
ADVANTAGES OF TRAINING -
ORGANISATION
 Training improves the ability of the organization to face the challenges created by
the changing technology.
 Training increases the competency of the organization to face competition from
national and international competitors.
 Training enhances the chances of organizational synergy.
 In organizations where multi-skilling strategies are followed, training ensures
work force flexibility.
 Organizations focus on training to produce a skilled work force.
 Providing regular high quality training is perceived by the worker as a quality of a
good organization and keep the employee motivated.
TNA – TRAINING NEED ANALYSIS /
ASSESSMENT
 Training Needs Analysis (TNA) definition
 Training needs analysis is concerned with addressing skills gaps at the
organisational level, the group level and the individual level. Training needs
analysis should be conducted at all three levels to ensure the maximum return
from training and skills throughout the organisation.
 A TNA pinpoints the required level of skill/knowledge and the current level of
skill/knowledge – the ground in between is the gap. As well as identify this
gap, training needs analysis is also designed to identify the most appropriate
training to bridge this gap.
WHY TO CONDUCT TNA

 TNA provides guideline regarding lack of KSA resulting in poor performance of

employee .(identifies right training to right people).
 If training will make difference in productivity.
 To determine whether training is needed .
 To determine causes of poor performance.
 To determine content and scope of training.
 To determine desired training outcome.
 Effective use of time and money spent on training.
WHY TO CONDUCT TNA
 Determine the benchmark for evaluation of training (KSA).
 Increase the motivation of participants .
 Align training activities to the strategic plan .
 Ensure people who actually need to improve performance is given training.
 Training focuses on the KSA the trainee really needs
WHEN TO CONDUCT TNA
 Triggering factor occurs
 Identification of performance discrepancies and they need to be corrected .
 Proactive TNA – Focuses on anticipated performance discrepancies in future.
 Reactive TNA- Focuses on perceived performance discrepancies in the present .
 TNA MODEL

TRIGGER INPUT PROCESS Output

I. ORGANISATIONAL
ANALYSIS - 1. IDENTIFY
AOP< EOP =OPG
• Objective PERFORMANCE GAP
• Resources Training is
(PG)
• Environment needed .
II. OPERATIONAL ANALYSIS
PG=EP-AP Or training is
- Expected performance 2. CAUSES OF not needed.
III PERFORMANCE ANALYSIS PERFORMANCE GAP
• Actual Performance (PG)
TRAINING NEED IDENTIFICATION

(a)Organizational Analysis
(b) Operation Analysis/Task Analysis
(c)Individual Analysis
ORGANISATIONAL ANALYSIS
 Examination of business environment, strategies of the organisation and the
resources at its command to determine where training is needed.
 Economic and public policy issues, environmental policies influences need of
training.
 Organisational objectives , Strategic initiatives like restructuring , downsizing,
empowerment , team working etc influenced the need for training.

OPERATIONAL ANALYSIS / TASK
ANALYSIS
 Job description and job specification are reviewed in order to identify the activities
of a particular job and knowledge , skill and attitude required for performing them
.
 Steps involved
 List all task and duties
 Steps performed by employee to complete each task
 Competencies required for effective performance (set of Skill and knowledge
required for decision and knowledge oriented jobs .
DATA SOURCES USED IN TRAINING NEEDS
ASSESSMENT/ANALYSIS
Organisational Analysis Task Analysis Person Analysis
1. Organisational goal and objectives 1. Job description 1. Performance appraisal
2. Personnel Inventories 2. Job specification 2.Work sampling

3. Performance
3. Skill Inventories Standards 3. Interview
4. Organisational Climate indexes 4. Performing the job 4. Questionnaires
5. Efficiency indexes 5. Work Sampling 5. Test

6. Reviewing the
6. Changes in system and sub system literature of the job 6. Attitude surveys

7. questions related to
7. Management Request the job 7. Assessment centers
8. Exit interview 8. training committees 8. Critical incident

9. Management by objectives / work 9. Analysis of operating

planning system problems
ALTERNATE NEED ASSESSMENT DATA
COLLECTION METHODS
 Questionnaire
 Interviews
 Observation
 360 degree performance review
 Group discussions
 Diaries
TRAINING NEED ANALYSIS -
PROCESS( FRAMEWORK)
 Identify Performance Gaps
 Analyse the Data
 Write the Training Needs Analysis Report
1. IDENTIFY PERFORMANCE GAPS

 What you are looking for is the gap between the current and desired level of performance. Here,
you need to examine the current status of skills, knowledge and abilities and compare it to what is
expected of employees according to standards, policies, legislation etc. The differences are the 
performance gaps.
 Identifying these gaps will help you discover:
 Problems or shortcomings in current training.
 New training requirements because of changes (new policies, equipment, etc.)
 Strengths – what is working well and why
 New opportunities for training (teamwork, leadership skills, communication, etc.)
 Training that is a mandated requirement but has not been developed or that has not been
successful
 Identifying gaps in performance boils down to answering two questions: Do employees know how
to do their jobs, and are they doing these jobs effectively?
1. IDENTIFY PERFORMANCE GAPS

  Interview senior level management

 Senior management are typically looking for operational results and impact on the
business’ bottom line.
 For Example , you may want to consider asking:
 What business results do you expect and how do those expectations differ from the
current reality?
 What performance behaviours do you need from employees to meet your business results
expectations? (NOTE: These behaviours are a result of employee knowledge, capability
and motivation).
 What are employees doing to meet those expectations? What are they not doing?
 What is the cause for the gap between actual performance and expected performance?
(for example, outside influences, workplace culture, lack of performance support).
1. IDENTIFY PERFORMANCE GAPS

 Interview front line managers and supervisors

 For front line managers and supervisors, the questions should focus more on their observations of the
employees and the workplace environment. Ask:
 What performance expectations or standards should the ideal (insert position title here) be able to meet?
 What have top performing employees done to enable them to achieve that level of performance?
 How do employees currently learn to do their jobs?
 What resources are available to help employees learn and improve their on the job performance? Are
these resources effective? Why or why not?
 What factors in the workplace hinder performance skills development or improvement?
 What do you think should be included in workplace learning to help employees perform at the expected
levels?
1. IDENTIFY PERFORMANCE GAPS

 Interview employees
 Interviews with employees who do the work may be the most telling. Craft your interview questions to
be as specific to the employee as you can. Begin by asking about what they do, how long have they
been with the company and their experience within the company.
 You’ll also want to find out how they feel about their performance at work by asking questions such as:
 At what level do you feel you are performing at your job (beginner, somewhere in the middle, expert)?
 What has helped you to get to that performance level?
 What would help you to improve your performance?
 How do you learn to perform the skills necessary to do your job?
 How do learn about required skill upgrades or new skills?
 What resources are available to you to help you learn to do your job or to help you improve your skills?
 What learning opportunities would you like to see offered at your workplace?
2. ANALYZE THE DATA

 A thorough analysis of the data collected through interviews, along with an

examination of the existing training documents should allow you to identify the
performance gaps as well as the strengths and weaknesses of current training
resources.
 Thorough and complete data analysis will provide information on trainable
competencies – you can’t train a person in every aspect of a job. For example, you
can train a commercial pilot to fly an airplane, but you cannot train a pilot to have
20/20 vision. It’s a lot easier to find people with perfect vision and train them to fly.
 The analysis of the data will also provide you with information what percentage of
employees need training, as well as training delivery methods – what is the best
way to deliver the training? This could be through a 
facilitated face-to-face workshop or session, eLearning or blended learning (i.e., a
bit of both).
3. WRITE THE TRAINING NEEDS ANALYSIS
REPORT

 The needs analysis results will provide direction for what training is required, who needs it, when it will take place and how it
will be delivered. The results should be delivered in a report that consists of:
 Executive Summary – The executive summary is often the most important part of the needs analysis report. Some
stakeholders may only read the summary, and their decisions will be based on the information contained in it. It is very
important to include enough information to inform stakeholders and to entice them to read further so that they can make
reasonable, informed decisions.
 Purpose – Briefly describe the purpose of the assessment. Why was the assessment done and what were the expected
results?
 Data Gathering Methods – Describe in detail how the data used in the assessment was gathered.
 Data Analysis Methods – Provide a thorough description of the methods used to analyze the data.
 Analysis Findings – Present what the data shows. Provide lots of details and use charts, graphs or tables if you can.
 Recommendations – This section is where you explain what training is needed and why. Deliver recommendations on the
types of training required, who should be trained, and how that training should be delivered. Be thorough and clear.
 Evaluation methods – Explain how the training will be evaluated for effectiveness. Provide examples of learner feedback and
reports to supervisors and managers.
 Summary – This is where you pull the information together in a neat little package. Summarize each of the sections listed
and conclude by explaining how the proposed training links in to the company’s performance expectations and corporate
objectives
CASE STUDY ON TESCO

 Tesco is a retail store working on huge level across Europe, USA, Asia.  It has
expanded with the combination of acquisition of new stores, retail services & by
adapting the needs of the consumers.  Working on such a huge level definitely
requires too many employees. All of them are not skilled & familiar with job
process.  Thus training is must for them.  TESCO requires staff who can be
flexible and who can adapt to the changes.  Also they ensure themselves that
they have the right calibre of staff to build the management team.
 Tesco in India
  TESCO also operates from Bangalore, India named as TESCO HSC.  It provides
critical services for the TESCO global retail chain:  IT services  Business services 
HSC Finance  Operation Development  HSC commercial  Enabling services.
 Despite the fact that TESCO has only 27 % market share, competitors always are
one step behind.  Being so giant, they offer online delivery services & offline retail
stores.  TESCO thinks that if any market share left, there is potential for growth
and expansion in that area & they move on to grab it.
 Identify training needs
 Identify training needs
  TESCO is very huge & if new stores are opened in new locations clearly means that
TESCO should adapt the requirements of the people of those areas.
 For e.g. TESCO opens a new store in highly populated luxurious area, then the customers
in that area will be of high level & they will require the goods accordingly, so TESCO here
has to train their employees so that they can handle these luxurious people’s.  Whether
store or back office, both post require different technical skills & competencies. 
Employees with wide range who can work flexibly are more productive for the business.
 TRAINING DESIGN
 Establishing Learning Objectives
 Identifying the components
 Assembling Specific Methods
 TESCO’s aim is to expand and diversify the requirement of people in the business
on right place at right time.  TESCO also thinks that the key point of business
success is also to train & develop their employees.
 TESCO believes that the investment in their employees will be the best return for
the company itself.  Training here is upward & onwards.  They ensure that
people who join TESCO get the best learning, training and development to do
their job and develop at TESCO.  TESCO Says” We have trained ourselves to be
obsessed… about training.  There is a training program for every major and
minor careers at TESCO.
 TESCO employees belong from wide range of skill levels and it is important to
evaluate the performance.  So any possible skill shortage is estimated.  Gaps
are identified through Personal Development Program.  Employees and
Managers negotiate with each other to find ways to fill those GAPS through these
activities.
  What are the challenges faced by TESCO
 Identify training needs.
 Identify the probable gaps that can be addressed through training.
IMPORTANT QUESTIONS

 Q1. Define training. Differentiate training from development.

 Q2. Illustrate the objectives of training.
 Q3. Summarise the benefits of training.
 Q4. Why and When to conduct TNA.
 Q5. Discuss TNA model.
 Q6. Identify the data sources to locate performance gap in organisation.
 Q7. Discuss the framework for conducting TNA.