Importance of Training Needs Analysis

Importance of Training Needs Analysis

Abstract

Training needs assessment (TNA) is an umbrella term for the analysis activities trainers use to examine and understand performance problems or new technologies (Rossett, 2002). It is sometimes called problem analysis, pre-training analysis, figuring things out, needs assessment and frontend analysis. Whatever title is used does not matter; it is getting the information needed to effectively solve problems in the organization that matters.

The purpose of this research paper is to show the importance of a Training Analysis (sometimes called Training Needs Analysis (TNA)) and the process of identifying the gap in employee training and related training needs. It is much more than only a process or group of measures to find out whether training is required. The TNA process includes organizational analysis, occupational analysis, and individual analysis that determine an organizations benefit of needs assessment. "Needs assessment based on the alignment of critical behaviors with a clear organizational mission will account for critical occupational and performance requirements to help an organization: a) eliminate redundant training efforts, b) substantially reduce the unnecessary expenditure of training dollars, and c) assist managers in identifying performance requirements that can best be satisfied by training and other development strategies" (U.S. Office of Personal Management, nd). To go beyond learning and actually achieve critical behaviors an organization considers how required drivers would sustain desired outcomes. Suggestions are used as a guide to help benefit the organization seeking to widen their base of knowledge and to know the inner workings of the organization and to understand what knowledge is essential to work for the organization.

Importance of Training Needs Analysis

Introduction

When delivering training for a team or an organization, it is important to measure its effectiveness. An organization's training should provide a good return for the time and money invested in it. TNA identifies performance requirements and knowledge, skills, and abilities needed by an organization's workforce to achieve the requirements (U.S. Office of Personal Management, nd). A corporate instructor or an outside advisor that deal with opportunities concerning performance, the introduction of new systems, procedures or technology, or a chance for the company to significantly improve in one or more areas of operations generally carries out the analysis. A comprehensive analysis is carried out to establish if training is the ideal path to take or the most viable option. A sales program is only as effective as its measurable results. Information is gathered to evaluate outsourced program direction, opportunities and risks, critical issues influencing return on investment, and competitive advantages to drive training program improvements. The cost of a training program can exceed the financial means of an organization.

The needs analysis is usually the first step taken to cause a change. This is mainly because a needs analysis specifically defines the gap between the current and the desired individual and organizational performances. The TNA consists of organizational, operational, and individual analysis (Blanchard & Thacker, 2010). A major question trainers need to address in cost-benefit analysis is "What is the difference between the cost of no training versus the cost of training?" Human Resource (HR) professionals and line managers also need to be aware that training is not the "cure all" for organizational problems (Brown, 2002).

Organizational Analysis (OA)

Four factors that might indicate training or development needs of employees: (1) development of employee/ management skills to fill a current need, (2) employee relations/organizational problems, (3) meet changing needs, and (4) career development. In all four situations, the starting point is a desire to effect a change. A trainer must know how the people who will experience change perceive it. Without a needs analysis, trainers may find employees resistant to change and reluctant to training. They may be unable to transfer their newly acquired skills to their jobs because of the organizational constraints (Hassan, 2007). An organization's needs analysis often reveals the need for well-targeted training areas. Trainers must keep in mind that training is not always the best way to try to close a particular gap between an organization's goals and its actual performance. It would be important that those conducting the needs analysis get a clear idea of the problem, look at all possible remedies and report on their findings to management before deciding on the best solution.

An organizational analysis evaluates where training is needed in the organization and under what conditions the training will be conducted. This analysis identifies the knowledge, skills, and abilities (KSA) that employees will need for the future, as the organization and their jobs evolve or changes. With an analysis of an HR data, indication areas where training could improve performance such as departments or divisions with high turnover, high rates of absenteeism, poor performance, or other problems can be tagged. A through analysis of the training adjectives, training can be determined and the appropriate training developed. Also under the umbrella of "organizational needs analysis" fall employee grievances, customer complaints, quality control issues and accident records. Three such changes that are carefully considered by HR and line management are future skill needs, labor pool, and changes in laws and regulations.

Implication

If a needs analysis is done correctly, an organization will find that this is a wise investment, it saves time, money and effort by working on the right problems. Costly mistakes are made when organization's fail to support needs analysis. They tend to use training when another method would have been more effective; they use too much or too little training, or they use training but fail to follow up on it. A well-performed analysis provides the information that can lead to solutions that focus on the areas of greatest need.

The process of needs analysis is where an organization determines the specific nature of problems and their causes (Blanchard & Thacker, 2010). Conducting a TNA is a systematic one based on specific information-gathering techniques. Needs analysis proceeds in stages, with the findings of one