Training Need Analysis – Example from a Company

As per the queries of the people, I felt like sharing this process in the form of an article to have a better understanding of the topic. There are things that one has to implement as per the requirements of their organisation as well as the internal processes.

Interestingly, most of the Organisation does not give much time on TNA, they would hire outside agencies to provide training, expel costs on various things such as study materials, hiring the best training providers, venue, lose of man days and even Food will be given much thought but analysis of who needs what kind of training, where are the gaps in the performance, how to fill those gaps etc are not given much thought about.

The responsibility of a Human resource professional is not just to extend the services but also to convince the management for the right tools, methods and principles.

Training Need Analysis (TNA):

The TNA is an essential basic requirement to close employee performance gaps in order to achieve organisational excellence and support our key imperatives.

The basic TNA steps are:
• understand current employee performance
• define the ideal performance
• define the performance gap
• identify the cause for a performance gap and steps to close the
performance gap

The discussion of the results of this basic analysis in one-on-one-interviews between the local management and HR, will provide a more precise picture of training needs, and help to develop and plan performance improvement oriented training programs with better results from training.

The TNA process is to ensure that best value is realized for the L&D resources deployed.

Benefits of TNA process:

• no push back by local management because of involvement, creating of “training wish list” avoided

• All group trainings (e.g. global and local trainings) are identified, no separate process required, one process for all functions globally

• easy link of each single training to our strategic business goals, brand planks and key imperatives

• option to increase HR / L&D image as competent L&D advocates, strengthens our position as HR partner and HR players

• best option to uncover problems which might be hidden when just using an online survey

• great to discuss all development solutions, not only training

• option to discuss L&D aspects in general, e.g. perception of trainings,
Evaluation results, options for coaching by management

TNA step by step

1. HR & Managers discuss / define the current employee performance status

2. HR & Managers define the future job requirements

3. HR & Managers define the performance gap

4. HR & Managers agree on development plan

5. Reporting to L&D

1. HR & Managers discuss / define the current employee performance status:

Ask: what skills and knowledge do your employees have today

2. HR & Managers define the future job requirements:

What standard of performance is necessary for your business–and
your employees–to be a success in future?
What tasks must they do?
What level of accuracy or productivity should they achieve?
What skills and knowledge must they have?

3. HR & Managers define the performance gap:

Ask: What is the difference between the ideal performance and what
your employees are currently doing?

Are there any areas that aren’t functioning as they should?

Where are opportunities for improvement?

Why are our people not working up to standard?

Where and when do the problems occur?

Has anything changed recently that might have instigated the

Compare the best and worst performers to find the differences
in what they do.
Identify steps to close the gap (training and / or other development

4. HR and Managers agree on development plan

The summary of the TNA results will be discussed between HR and the regional GM/VP.

The regional GM/VP decides on training priorities, responsibilities for the organisation of trainings and the follow up of the development plan.

5. Reporting to L&D

Results of TNA are documented and reported to L&D for further processing:
cost calculation,
vendor selection and contracting,
training design (incl. reinforcement and evaluation)
training scheduling,
monitoring progress,
tracking costs

Should budget considerations (e.g. at Training Governance Council) not allow to get fundings for all initiatives identified, L&D together with HR and local management will discuss reprioritization of trainings.

Hope this will give a better understanding of the Training need analysis and may in fact help in Performance Management as well.

Comments are closed.