IDENTIFICATION OF TRAINING NEEDS/TRAINING NEEDS ASSESSMENT

´IDENTIFICATION OF TRAINING NEEDS/TRAINING NEEDS ASSESSMENT
TRAINING AND DEVELOPMENT

TRAINING AND DEVELOPMENT

v     MEANING

·         A TRAINING NEEDS ASSESSMENT IDENTIFIES INDIVIDUAL’S CURRENT LEVEL OF COMPETENCY,SKILL OR KNOWLEDGE IN ONE OR MORE OF THE AREAS AND COMPARE THAT COMPETENCY LEVEL TO THE REQUIRED COMPETENCY STANDARD ESTABLISHED FOR THEIR POSITIONS OR OTHER POSITIONS WITH IN THE ORGANIZATION. THE DIFFERENCE BETWEEN THE CURRENT AND REQUIRED COMPETENCY CAN HELP DETERMINE TRAINING NEEDS.

·         TRAINING NEEDS ASSESSMENT IS THE SYSTEMATIC METHOD OF DETERMINING IF A TRAINING NEED EXIST AND IF DOES,WHAT TRAINING IS REQUIRED TO FILL THE GAP BETWEEN THE STANDARD AND THE ACTUAL PERFORMANCE OF THE EMPLOYEE.

·         KAUFMAN ET ALL,NEED ASSESSMENT CAN BE DEFINED AS A PROCESS FOR IDENTIFYING AND PRIORITIZING GAPS BETWEEN CURRENT AND DESIRED RESULTS.

v     OBJECTIVE (NEED) OF TNA

1.     HELPS IN IDENTIFICATION OF THE GAP BETWEEN CURRENT AND REQUIRED LEVEL OF KNOWLEDGE,SKILL AND ATTITUDE

2.     IDENTIFY THE GENERAL CONTENT OF THE RIGHT TRAINING

3.     IMPROVE THE EFFICIENCY AND PRODUCTIVITY OF THE ORGANIZATION

4.     TO DETERMINE THE BASELINE FOR EVALUATION OF A TRAINING PLAN

5.     MAXIMIZING THE LIMITED RESOURCES FULL

6.     ENSURE THE RIGHT AND APPROPRIATE TRAINING IS DELIVERED

7.     TO ALIGN THE TRAINING PROGRAM WITH THE ORGANIZATIONAL GOALS

v     COMPONENTS OF TNA

1.     INFORMATION

2.     KNOWLEDGE

3.     SKILL AND COMPETENCIES

4.     ATTITUDE AND VALUES

v  PARTICIPANTS

1.     UPPER LEVEL MANGERS

2.     MID LEVEL MANGERS

3.     TRAINERS: TRAINING ISSUES,KSA ETC

v     PROCESS

1.     IDENTIFICATION OF PROBLEMS: HOLD DISCUSSION WITH SENIOR MANGERS

2.     ESTABLISH TRAINING NEEDS ASSESSMENT OBJECTIVE

3.     IDENTIFY THE SOURCE OF INFORMATION

4.     ESTABLISH DATA COLLECTION METHODS

5.     COLLECT THE INFORMATION

6.     ANALYSE THE DATA AND TRAINING NEEDS

7.     DEVELOP TRAINING OBJECTIVES

8.     DEVELOP TRAINING PLAN

9.     PREPARE TRAINING REPORT

v     APPROACHES

1.     PROACTIVE TNA

2.     REACTIVE TNA

v  LEVELS OF TRAINING NEEDS ASSESSMENT

1.     ORGANIZATIONAL ANALYSIS

2.     TASK ANALYSIS

3.     INDIVIDUAL ANALYSIS

v  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.

·         COMPONENT OF ORGANIZATION ANALYSIS:_

a)    ORGANIZATION GOALS

b)    ORGANIZATIONAL RESOURCES

c)    ORGANIZATION CLIMATE

d)    ENVIRONMENTAL CONSTRAINTS

BY CONDUCTING ORGANIZATIONAL ANALYSIS IDENTIFIES THE ORGANIZATIONAL GOALS,AVAILABLE RESOURCES AND THE CLIMATE AND CONSTRAINTS AND ACCORDINGLY TRAINING PROGRAMS ARE DESIGNED

v     TASK ANALYSIS

·         IT PROVIDE DATA ABOUT A JOB OR GROUP OF JOBS AND THE KNOWLEDGE,SKILL,ATTITUDE AND ABILITIES NEEDED TO ACHIEVE OPTIMUM PERFORMANCE.

·         PROCESS OF TASK ANALYSIS:-

1.     OVERALL JOB DESCRIPTION: IDENTIFIES THE MAJOR COMPONENTS OF JOB

2.     TASK IDENTIFICATION: MAJOR TASK WITH IN THE JOB,WAY THE PERFORMED AND HOW THEY SHOULD BE PERFORMED

3.     DESCRIBE THE KNOWLEDGE,SKILL AND ATTITUDE(KSA) NEEDED TO PERFORM THE TASK

4.     IDENTIFY THE AREAS THAT CAN BENEFIT FROM THE TRAINING PROGRAMMES

5.     PRIORITIZE THE TRAINING NEEDS

v     INDIVIDUAL ANALYSIS

§   PERSON ANALYSIS INVOLVES DECIDING WHICH EMPLOYEES ACTUALLY NEED TO PARTICIPATE IN TRAINING PROGRAMMES.

§   COMPONENTS OF INDIVIDUAL ANALYSIS:-

1.     SUMMARY PERSON ANALYSIS PROVIDE DATA ABOUT THE OVER ALL SUCCESS OF THE INDIVIDUAL EMPLOYEE PERFORMANCE

2.     DIAGNOSTIC PERSON ANALYSIS:-TRIES TO DISCOVER THE REASON FOR AN EMPLOYEE’S PERFORMANCE

v     METHODS USED IN TNA

1. OBSERVATION: INCORPORATES BOTH QUANTITATIVE AND QUALITATIVE DATA. IN A WORK PLACE SCENARIO THE GOOD WAY IS TO COLLECT  INFORMATION BY OBSERVING THE EMPLOYEES HOW THEY ARE PERFORMING THEIR WORK. IT SHOULD BE DONE IN THIS MANNER THAT EMPLOYEE SHOULD NOT KNOW THAT THEY ARE OBSERVED.IF USED CORRECTLY THIS METHOD IS DIRECT METHOD ESPECIALLY IF A CHECKLIST OR TABLE OBSERVING THE RESULT IS USED.THE ONLY LIMITATION IS THAT EMPLOYEE CAN CHANGE THEIR BEHAVIOR WHEN THEY ARE BEING OBSERVED
2. INTERVIEW:- FACE TO FACE DISCUSSION AND RESPONSES CAN BE EXPLORED IN DEPTH. AS THE TRAINER BUILD PERSONAL RELATIONSHIP WITH HIM AND ENGAGE THE EMPLOYEE PERSONAL INVOLVEMENT AND COMMITMENT.
3. METHODS USED IN TNA
4. QUESTIONNAIRES: CAN BE USED TO GET A BIG PICTURE OF WHAT A LARGE NUMBER OF EMPLOYEE THINK
5. JOB DESCRIPTION:-BY CONDUCTING JOB ANALYSIS A DEEP ANALYSIS IS MADE ABOUT THE RESPONSIBILITIES OF THE JOB. AND THEN JOB DESCRIPTION AND TRAINING NEEDS ARE IDENTIFIED.
6. DATA COLLECTED THROUGH CURRENT AND ACTIVE RECORDS AND PERFORMANCE APPRAISAL:-FOR DETERMINING THE INDIVIDUAL NEEDS.
7. SURVEY:- ARE USEFUL TO GATHER THE INPUTS OF THE EMPLOYEE BUT THEY SHOULD BE USED VERY CAREFUL BECAUSE THEY WILL HIGHLIGHT IN DETERMINATION OF CURRENT SATISFACTION LEVEL NOT GETTING IDEAS TO HOW TO IMPROVE VARIOUS ASPECTS OF THE ORGANIZATION.

  

8. DOCUMENT REVIEW:- USED TO DETERMINE THE PROBLEMS THAT MIGHT BE LINKED TO TRAINING AND DEVELOPMENT IN AN ORGANIZATION.
9. FOCUS GROUP:- USED TO FOCUS DISCUSSION ON PARTICULAR TOPIC AND BENEFIT IS TO EXPLORE CURRENT ISSUES AND PROBLEMS.
10. ANALYSIS OF ORGANIZATION POLICY

´  ADVANTAGES OF TNA

´  TO EMPLOYEES:-

1.     TO THE EMPLOYEE WHO REALLY NEED

2.     ENHANCEMENT OF KNOWLEDGE,SKILL AND RIGHT ATTITUDE

3.     HELPS IN THEIR CAREER GROWTH AND MOTIVATE THEM

§   TO THE EMPLOYER

a)    PROVIDE SUPPORT IN ACHIEVING ORGANIZATIONAL GOALS

b)    HELPS IN IMPROVING ORGANIZATIONAL PERFORMANCE

c)    PROVIDES INPUTS TO SUPERVISORS

d)    HELPS ORGANIZATION IN ALLOCATION OF LIMITED RESOURCES