TRAINING NEEDS ANALYSIS

Exclusively delivered by (Dr.) William Leon Chua

FOREWORD

Training Needs Analysis (TNA) is a process that takes an identified organizational requirement and turns it into focused, effective and efficient training. To measure the success of the training an evaluation is also required. Today''s work environment requires employees to be skilled in performing complex tasks in an efficient, cost-effective, and safe manner. Training (a performance improvement tool) is needed when employees are not performing up to a certain standard or at an expected level of performance. The difference between actual the actual level of job performance and the expected level of job performance indicates a need for training. The identification of training needs is the first step in a uniform method of instructional design.

All HR & Training Managers and even all Head of Departments including Training Professionals will at sometime be required to conduct TNA. Many managers will be required to manage a group of people that requires training to be an integral part. It does not look good if new system or equipment is introduced and no one can use it or understand it. It looks bad if a new process is not taught properly and leads to high levels of waste of resources. It is criminal if bad training, or the lack of training, leads to injury and death where health and safety is concerned. The aim of this course is to provide a process which those involved in training can use to produce a good TNA time and again. It is also designed to provide an insight to what may be going on, their responsibilities to the organization, and ultimately to what they are paying for - for that is the bottom line today. Without a focused TNA, the training is wasted and so is any investment in it. After-all, it is a fact that for fast pace People and Organizational development – training can be the catalyst to quicken improvements.

Facts on Training:

·         Many organizations take staff training for granted even with the set up the Human Resources Development Federation and Bank Negara imposing compulsory training in the financial services industry.

·         Training is not properly and effectively organized in a sequence to provide continuous full learning coverage at all levels.

·        Senior managers if given a choice neglect training to improve themselves as they think they are already at a high level and ‘believe’ they are capable and able and that result in a ‘learned’ and not learning situation.

·         Junior staffs attend training only to be demotivated realizing that their superiors are

          lacking in what they have learned and do not understand what they have acquired.

·         Many employees seems to imagine that training deprive them of their working hours and is a waste of time.

·        Public training programs are randomly selected and not arranged for all in the same category of work

Some key questions:

•     What caused a need in the first place?

•     How was the need recognized?

•     What'''''''' is the business need?   

•     What results are expected?

•     When are the results expected?

•     How will they be measured?

•     Has the target population been correctly identified?

•     Is there sufficient data for evaluation to take              place?

•    Will it be possible to demonstrate a   return      on investment (ROI)?

•    What is the training need?

The TNA cycle of events is:  

•    A change within the marketplace or organization, which leads to a:

1.   Business need, which leads to a:

2.   Training need, which leads to a:

3.   TNA, which leads to:

4.   Evaluation, which could lead to:

5.   Going through the whole cycle again!, and that’s Renewal  that leads to faster growth!

The TNA Cycle of Events is:

•     A change within the marketplace or organization, which leads to a:

•     Business need, which leads to a:

•     Training need, which leads to a:

•     TNA, which leads to:

•     Evaluation, which could lead to:

•     Going through the whole cycle again!, and that’s renewal that leads to faster growth!

Module 1: Types of Needs Analyses

Many needs assessments are available for use in different employment contexts. Sources that can help you determine which needs analysis is appropriate for your situation are described below.

1.     Organizational Analysis. An analysis of the business needs or other reasons the training is desired. An analysis of the organization''s strategies, goals, and objectives. What is the organization overall trying to accomplish? The important questions being answered by this analysis are who decided that training should be conducted, why a training program is seen as the recommended solution to a business problem, what the history of the organization has been with regard to employee training and other management interventions.

2.     Person Analysis. Analysis dealing with potential participants and instructors involved in the process. The important questions being answered by this analysis are who will receive the training and their level of existing knowledge on the subject, what their learning style is, and who will conduct the training. Do the employees have required skills? Are there changes to policies, procedures, software, or equipment that require or necessitate training?

3.     Work analysis / Task Analysis. Analysis of the tasks being performed. This is an analysis of the job and the requirements for performing the work. Also known as a task analysis or job analysis, this analysis seeks to specify the main duties and skill level required. This helps ensure that the training which is developed will include relevant links to the content of the job.

4.     Performance Analysis. Are the employees performing up to the established standard? If performance is below expectations, can training help to improve this performance? Is there a Performance Gap?

5.     Content Analysis. Analysis of documents, laws, procedures used on the job. This analysis answers questions about what knowledge or information is used on this job. This information comes from manuals, documents, or regulations. It is important that the content of the training does not conflict or contradict job requirements. An experienced worker can assist (as a subject matter expert) in determining the appropriate content.

6.     Training Suitability Analysis. Analysis of whether training is the desired solution. Training is one of several solutions to employment problems. However, it may not always be the best solution. It is important to determine if training will be effective in its usage.

7.     Cost-Benefit Analysis. Analysis of the return on investment (ROI) of training. Effective training results in a return of value to the organization that is greater than the initial investment to produce or administer the training.

Module 2: Knowledge, Skills, and Abilities

Today''s workplace often requires employees to be independent thinkers responsible for making good decisions based on limited information. This kind of work may require training if the employee does not have these skills. Below is a list of various competencies that employees may be required to possess in order to perform their jobs well.

Today''s workplace often requires employees to be independent thinkers responsible for

• Adaptability
• Analytical Skills
• Action Orientation
• Business Knowledge/Acumen
• Coaching/Employee Development
• Communication
• Customer Focus
• Decision Making
• Fiscal Management
• Global Perspective
• Innovation
• Interpersonal Skills

• Leadership
• Establishing Objectives
• Risk Management
• Persuasion and Influence
• Planning
• Problem Solving
• Project Management
• Results Orientation
• Self-Management
• Teamwork
• Technology

Are any of these KSA''''''''s required before the employee is hired? Are the required KSA''''''''s included in any job postings or advertisements? Do they need to be?

Module 3: Techniques

Several basic Needs Assessment techniques include:

• direct observation
• questionnaires
• consultation with persons in key positions, and/or with specific knowledge
• review of relevant literature
• interviews
• focus groups
• assessments/surveys
• records & report studies
• work samples

Module 4: Conducting an Organizational Analysis

Determine what resources are available for training. What are the mission and goals of the organization in regards to employee development? What support will the senior management and managers give toward training? Is the organization supportive and on-board with this process? Are there adequate resources (financial and personnel)?

Module 5: Conducting a Work / Task Analysis

Interview subject matter experts (SME''''''''s) and high performing employees. Interview the supervisors and managers in charge. Review job descriptions and occupational information. Develop an understanding of what employees need to know in order to perform their jobs.

Important questions to ask when conducting a Task Analysis:

1.     What tasks are performed?

2.     How frequently are they performed?

3.     How important is each task?

4.     What knowledge is needed to perform the task?

5.     How difficult is each task?

6.     What kinds of training are available?

Observe the employee performing the job. Document the tasks being performed. When documenting the tasks, make sure each task starts with an action verb. How does this task analysis compare to existing job descriptions? Did the task analysis miss any important parts of the job description? Were there tasks performed that were omitted from the job description?

Organize the identified tasks. Develop a sequence of tasks. Or list the tasks by importance.

Are there differences between high and low performing employees on specific work tasks? Are there differences between Experts and Novices? Would providing training on those tasks improve employee job performance?

Most employees are required to make decisions based on information. How is information gathered by the employee? What does the employee do with the information? Can this process be trained? Or, can training improve this process?

Cognitive Task Analysis

Develop a model of the task. Show where the decision points are located and what information is needed to make decisions and actions are taken based on that information. This model should be a schematic or graphic representation of the task. This model is developed by observing and interviewing the employees. The objective is to develop a model that can be used to guide the development of training programs and curriculum.

Since the training is based on specific job tasks, employees may feel more comfortable taking the effort to participate in training.

Gather information about how the task is performed so that this can be used to form a model of the task. Review job titles and descriptions to get an idea of the tasks performed. Observe the employee performing the job. Review existing training related to the job. Make sure you observe both experts and novices for comparison.

Module 6: Conducting a Performance Analysis

This technique is used to identify which employees need the training. Review performance appraisals. Interview managers and supervisors. Look for performance measures such as benchmarks and goals.

Sources of performance data:

1.     Performance Appraisals

2.     Quotas met (un-met)

3.     Performance Measures

4.     Turnover

5.     Shrinkage

6.     Leakage

7.     Spoilage

8.     Losses

9.     Accidents

10.  Safety Incidents

11.  Grievances

12.  Absenteeism

13.  Units per Day

14.  Units per Week

15.  Returns

16.  Customer Complaints

Are there differences between high and low performing employees on specific competencies? Would providing training on those competencies improve employee job performance?

Module 7: Checklist for Training Needs Analysis

It is helpful to have an organized method for choosing the right assessment for your needs. A can help you in this process. Your checklist should summarize the kinds of information discussed above. For example, is the assessment valid for your intended purpose? Is it reliable and fair? Is it cost-effective? Is the instrument likely to be viewed as fair and valid by the participants? Also consider the ease or difficulty of administration, scoring, and interpretation given available resources. Click for a sample checklist that you may find useful. Completing a checklist for each test you are considering will assist you in comparing them more easily.

OBJECTIVES OF THIS PROGRAM

At the end of the course, participants will be able to:

•  Effectively evaluate & analyze actual needs and organize the right blend of courses that will lead to fast pace Organizational development.
• Participants will also be able to overcome negativities in the work environment.
• And they will also be able to quickly establish a learning culture.

(MANAGEMENT COUNSULTANT/MOTIVATOR/CORPORATE TRAINER)

Dr. William Leon Chua BA MBA DBA PhD is the Founder and Principal Consultant of DRC Management & Training PLT (formerly known as COMBATIVE RESOURCES Worldwide). The name COMBATIVE RESOURCES was chosen to reflect the seriousness in the mission to assist Companies to compete effectively & successfully. A sought-after management consultant; and compelling corporate trainer & motivator on leadership, teamwork, interpersonal skills, communication skills, strategic marketing, professional selling skills, customer service, corporate & social ethics, mind-set change, and high performance management, he speaks to audiences around the Asia-Pacific Region, and occasionally in Europe. He is the director and producer of two corporate training videos – ‘Manifestation & Transformation’ and ‘The Kung-Fu of Business Management’. The video ‘Manifestation & Transformation’, a paradigm-shifting video that challenges our thoughts in tandem with what Mother Nature has to offer and that success is within everyone’s reach. As for the video ‘The Kung-Fu of Business Management’, a great expound on Age Old Wisdom with the Way of Modern Management. Dr. William is able to infuse the maxims, concepts and philosophy of the Martial Arts into the essence of Modern Management based on his more than 30 years involvement in the Martial Arts. Both videos offer learnable and measurable skills that make organizations more competitive, more profitable, managers more leadership driven, people more productive and relationships more positively energizing.

He is a member of the Malaysia Association of Professional Speakers (MAPS) and a registered corporate trainer with the Human Resource Development Federation of Malaysia (HRDF).

Academically - he has acquired a Diploma in Sales Management, a Diploma in Business &Management, a BA majoring in Psychology, a MBA, a DBA and a PhD in Organizational Behaviour. In the past he has worked in a managerial capacity with eleven companies including multi-nationals, both locally in Malaysia and in Canada & Hawaii; designated in various positions, some of which are – Branch Manager, Agency Manager, Group Marketing Manager, Group Human Resource Manager, General Manager & CEO. His working exposure in industries such as financial & investment, construction & manufacturing, time-share & hospitality etc. has complemented his academic mind-set to enable him as an effective management consultant & corporate trainer. During the last 15 years he has facilitated a myriad of seminars to more than 750,000 professionals (from more than 500 Companies), including students. Besides, he has also trained more than 5,000 of his disciples in the way of the mixed martial arts from year 1982 to 2000.

DRC Management & Training PLT

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