1. Training Need Analysis Hj Arriffin Mansor

2. Training Need Analysis A practical approach

3. A Dual TNAORGANISATIONAL ANALYSIS INDIVIDUAL ANALYSIS Performance Competency Profile Statement Analysis of key job holders Benchmarkings Competency Gaps Real performance Training Delivery Gaps Alternatives Key Result Areas Justifying Training Critical Evaluate Training Performance Gaps

4. Extra Targeted Corporate Goals Critical Evaluate Performance Training Gaps Training Need Justifying Training Analysis Critical Job Delivery HoldersAlternatives Draw competencies Competency through Task Gap Analysis Analysis Performance Based TNA 4

5. Competency gaps from past performance Critical Competency Training NeedsFinancial Peformance Gaps ROE Chart profiles Industry Statements Compare against BSC Perspectives Standards Confirm with Industry task analysis STandards Survey past Key Job Holders Competency gaps performance

6. Stage One : Establish Organisational support and business direction 1. Ask and analyse 3 years Financial Statements based on industry standards 2. Identify weak performance areas using Du Pont Ratio Analysis 3. Project Parameters : rationale of approach(es), time needed, numbers of people involved, admin. (& other) support needed. Establish Committee on performance Benchmarkings Accepted KPIs Establish performance standards Identify weak performers through KPI Performance Based TNA 6

7. New learning for new targeted performance New Targeted BSC Bus Plans Performance PerspectivesCompetency New Best Practices Gaps Learnings Training Needs

8. Critical Performance Gaps Industrial ROE ROE Chart Chart Industry Actuals Standards

9. Performance Gaps Past Performance New Targeted Goals

10. Stage Two : Organisational Performance Gap Analysis 1. Central Issue = how well is the organisation doing? 2. N.B. Organisation does not have to be underperforming to need development 3. Importance of the transfer climate : system-wide factors that may support/undermine training 4. Goldstein (1993) : 4 stages of Organisational Analysis Specify training goals (3 types) Determine training climate Identify legal constraints (vertical and horizontal) Determine resources available Performance Based TNA 10

11. How to identify competency gaps Past Performance New Targetd Competency Performance Gaps Industry Standards

12. How to identify training needs Identify key job holders Conduct Competency Profile Competency Gaps Industry Best Practices

13. Key Job Holders Training Needs Competency GapsPerformanceGaps

14. Stage Three : Team and Individual Performance Analysis 1. determine teams to be assessed 2. Narrow to key job holders 3. identify how needs assessment data best collected interviews, observations, surveys, tests, records, SMEs, focus groups, work samples, etc. 4. determine who is going to provide necessary info Benchmarks internally and externally. 5. ascertain key points of contact and their responsibilities 6. anticipate problems and difficulties 7. develop a TNA protocol Performance Based TNA 14

15. 3 ways to identify competency gaps TASK ANALYSIS Competency BEST PRACTICES Gaps BSC PERSPECTIVES

16. Stage Four : Individual Job & Task Analysis Job and function analysis Duty Analysis Best Practices Task Analysis for TNA should provide a job specification (KSAs/competencies required). Training spec. derived from difference between employees current and ideal levels Reid & Barrington (1997) : 3 main TNA TA approaches (task identification & task element analysis) Comprehensive Approach Key Task Analysis Problem-Centred Approach Task fidelity (physical and psychological) e.g. stages and key points analysis, manual skills analysis, job learning analysis, faults analysis, benchmarking, Critical Incidents Technique. Performance Based TNA 16

17. 3 4 2 5 6 step1 TNA 6

18. Detailed Job Holders performance competency and job profile analysis Critical Competency Performance Gap Gaps identifiedBest Practices Training Specific in the industry need training solutions analysis

19. Key Performance Key Performance areas Indicators Measure performance dueROE chart Best to competency improvement practices in the Industry

20. Stage Five : Person and job Analysis Who in the organisation needs training Confine to critical performance gaps only Critical job holders What kind of training is needed Competency gaps identified KSA deficits - must have suitable performance criteria performance evaluation Key Performance indicators 360-feedback ratings KSAs of new recruits Development Centre ratings self-assessments Performance Based TNA 20

21. TNA Training Performance Evaluation GapsAlternative Poor Training Performers Solutions Competency Gaps

22. Training Need Analysis Training Performance Performance gaps identified Evaluation Gaps through ROE Chart Using KPIs to measureAlternative performers Poor Training Performers Solutions Competency Benchmarking for best Gaps practices

23. Identify key job holdersCompetency Profile Competency Gaps Industry Best Practices

24. Training Evaluation Outcome Trainees based ReactionOutput Learningbased perception Skill or competency based

25. ROI for Training effectiveness Calculate Pre- the ROI training training data Tabulate KPI of the cost of existing training Input output graph as a activities measure of training Isolate the Post effect of training volume Data KPI of change

26. TNA summary steps1. Identify weak KPAs by comparing outputs against standards using the Du Pont format.2. Detailed analyis of the performance gaps by input output analysis and variance analysis3. Analyse performance gaps and translate into competency gaps.4. Identify training needs5. Justify training through ROI6. Evaluate Training Performance Based TNA 26

27. TNA should lead towardsOrgansational Performance Improvement The End