Session 7:

Training Needs Assessment (TNA)

Table of contents
A. Session Plan
B. Process for the Trainer
C. Handouts: Discussion papers/Technical
note/ Reading materials/Cases
D. References
E. Trainers guide: Major
issues/themes/questions for discussion
and pointers

Handouts: Note on session : Training Needs

Assessment (TNA)
Table of Contents
7.1
7.2
7.3
7.4
7.5
7.6
7.7
7.8
7.9

Introduction and Background

Overview of Training and Development
Training Needs Assessment
Why to conduct TNA
The Purpose and Objective for Conducting
Needs Assessment
Needs Assessment Levels
Methods of Conducting TNA
Conducting a Needs Analysis
Results of the Needs Assessment

Training Needs Assessment

7.1

Introduction and Background

The training needs assessment is a critical activity for the training and
development function. Whether you are a human resource generalist or a
specialist, you should be adept at performing a training needs assessment.
The discussion will begin with an overview of the training and development
function and how the needs assessment fits into this process, followed by an
in-depth look at the core concepts and steps involved in conducting a
training needs assessment.
Designing a training and development program involves a sequence of steps
that can be grouped into five phases:
Needs assessment
Instructional objectives
Training Design
Training Implementation and
Training Evaluation.
To be effective and efficient, all training programs must start with a needs
assessment. Long before any actual training occurs, the training manager
must determine the who, what, when, where, why and how of training. To do
this, the training manager must analyze as much information as possible
about the following:

Organization and its goals and objectives.

Jobs and related tasks that need to be learned.
Competencies and skills that are needed to perform the job.
Individuals who are to be trained.

7.2

Overview of Training and Development

The first step in designing a training and development program is to conduct

a needs assessment. The assessment begins with a "need" which can be
identified in several ways but is generally described as a gap between what
is currently in place and what is needed, now and in the future. Gaps can
include discrepancies/differences between:
What the organization expects to happen and what actually happens.

 Current and desired job performance.

Existing and desired competencies and skills.
Needs assessment can also be used to assist with:
Competencies and performance of work teams.
Problem solving or productivity issues.
The need to prepare for and respond to future changes in the
organization or job duties.
The results of the needs assessment allows the training manager to set the
training objectives by answering two very basic questions: who, if anyone,
needs training and what training is needed. Sometimes training is not the
solution. Some performance gaps can be reduced or eliminated through
other management solutions such as communicating expectations, providing
a supportive work environment, arranging consequences, removing
obstacles and checking job fit.
Once the needs assessment is completed and training objectives are clearly
identified, the design phase of the training and development process is
initiated:
Select the internal or external person or resource to design and
develop the training.
Select and design the program content.
Select the techniques used to facilitate learning (lecture, role play,
simulation, etc.).
Select the appropriate setting (on the job, classroom, etc.).
Select the materials to be used in delivering the training (work books,
videos, etc.).
Identify and train instructors (if internal).
After

completing the design phase, the training is ready for implementation:

Schedule classes, facilities and participants.
Schedule instructors to teach.
Prepare materials and deliver them to scheduled locations.
Conduct the training.

The final phase in the training and development program is evaluation of the
program to determine whether the training objectives were met. The
evaluation process includes determining participants reaction to the training
program, how much participants learned and how well the participants

transfer the training back on the job. The information gathered from the
training evaluation is then included in the next cycle of training needs
assessment. It is important to note that the training needs assessment,
training objectives, design, and implementation and evaluation process is a
continual process for the organization.

7.3

Training Needs Assessment

Training Needs Assessment (TNA) is the method of determining if a

training need exists and, if it does, what training is required to fill the gap.
TNA seeks to identify accurately the levels of the present situation in the
target surveys, interview, observation, secondary data and/or workshop. The
gap between the present status and desired status may indicate problems
that in turn can be translated into a training need.
Training Needs = Desired Capability Current Capability of the
Participants
Training can reduce, if not eliminate, the gap, by equipping the participants
with knowledge and skills and by encouraging them to build and enhance
their capabilities. The data on the present status are vital to the evaluation
or impact survey in the latter part of the training cycle. These shall serve as
the baseline data. The following are some techniques for acquiring such
data. These may be applied independently or in combination.
TNA is also the process of collecting information about an expressed or
implied organizational need that could be met by conducting training. The
need can be a performance that does not meet the current standard. It
means that there is a prescribed or best way of doing a task and that
variance from it is creating a problem. The TNA process helps the trainer and
the person requesting training to specify the training need or performance
deficiency. Assessments can be formal (using survey and interview
techniques) or informal (asking some questions of those involved). (Source:
Jean Barbazette, 2006, Training Needs Assessment: Methods, Tools and
Techniques)

A need is not a want or desire. It is a gap between what is and what ought
to be.

7.4

Why to conduct TNA

There are four main reasons why needs analysis must be done before
training programs are developed.
I.

To identify specific problem areas in the organization. HR and

management must know what the problems are so that the most
appropriate training (if training is the answer) will be directed to
those organizational problems. For example, if a manager
approached the HR department with a request for a communications
program, too often the trainers response (eager to serve
management) will be to proceed to look around for a good
communications program and conduct training without conducting a
needs assessment first. This approach will inevitably fail. Nodding
their heads appreciatively, everyone says That was a good
program, but when they go back to their departments, work
proceeds as usual because the training was not directed to the real
needs of the participants. The proper response should have been,
Yes, but let us start by taking a look at the situation. We will talk to a
few people to find out what the problems are. Then when we develop
the program, we can zero in on a specific situation, rather than just use
a random approach.

II.

To obtain management support. Management usually thinks training

is a nice thing to do. This stance can be laid directly at the
doorstep of a poor (or nonexistent) needs assessment. The way to

obtain management support is to make certain that the training

directly affects what happens in that managers department.
Trainers should view themselves the same way that management
does, making a direct contribution to the bottom line. Management
will be committed to training when HR can show that it clearly
improves performance on the job. As a result, training programs and
budgets will not be the first things cut or trimmed.
III.

To develop data for evaluation. Unless information on needs are

developed prior to conducting training, the evaluations that take
place after the program may not be valid. In conducting a needs
analysis first, trainers can measure the effectiveness of a
program.

IV.

To determine the costs and benefits of training. Training is usually

looked upon as a nuisance rather than a contribution to the bottom
line of the organization. This happens when trainers fail to develop a
cost-benefit analysis for the training they conduct. Few managers
would balk at spending TK. 5,000,00.00 to correct a problem costing
them TK. 10, 00000.00 a year. Yet, most of the times trainers
complain that management will not spend money on training.
However, a thorough needs assessment that identifies the problems
and performance deficiencies, allows management to put a cost
factor on the training needs.

The major question trainers need to address in cost-benefit analysis is

What is the difference between the costs of no training versus the cost of
training? This entails finding out what the costs (out-of-pocket, salary, lost
productivity, etc) would be if the need continues without being met. Next, an
analysis must be made of the cost of conducting the training program that
can change the situation. The difference between these two factors will
usually tell both the trainer and manager whether or not the training should
be conducted.
Human Resource (HR) professionals and line managers also need to be
aware that training is not the cure all for organizational problems. Neither
should it be used as a tool to reward excellent performance or as motivation
to correct poor performance. The purpose of training is to support the
achievement of organizations goals by increasing the necessary skills of its
employees.

Training is appropriate when your organization can be expected to gain

more benefit from the training than it invested in its cost. The value of any
training investment to the organization must rely on the vision and
judgment of line supervisors and managers. You may authorize training to
build skills and knowledge levels that help employees better contribute to
your organizational mission(s). In some cases, the need is immediate and
the training remedial; in other cases, the aim is to update and maintain
professional knowledge; and in still others the goal is to prepare for
requirements anticipated by higher level officials.
The following factors might indicate training or development needs of your
employees:
A. Development of employee/management skills to fill a current
need

Trainee or intern training plans

Reduction in Force (RIF) placements
New Employees
New supervisors
Managerial competency assessments
Reassignments

Promotions

B. Employee relations/organizational problems

Performance problems
Production problems
Safety problems
Inspection deficiencies

C. Meet changing needs

New technology
New equipment or programs
Modernization of equipment
Mission changes
Laws and regulations

D. Career Development
Employees requests
Career enhancement plans

7.5

The Purpose and Objective for Conducting

Needs Assessment

Identifying training needs for your employees requires careful scrutiny of

mission objectives, personnel, production, raw materials, costs, and other
factors. The training requires you identify factor into the total training
budget forecasted for your organization and your installation, and
impacts on the amount of funds that are allocated by senior
management.
Conducting a needs assessment is useful in identifying Organizational
goals and its effectiveness in achieving these goals.
Gaps or discrepancies between employee skills and the skills
required for effective job performance.
Problems that may not be solved by training. If policies, practices and
procedures need to be corrected or adjusted, this is a concern for
top management, not a training concern.
Conditions under which the training and development activity will
occur.

In addition to providing a clear direction for identifying training needs, a

needs analysis also serves as basis for evaluating the effectiveness of the
training program. On completion of the analysis, you have a basis for
comparison. In the absence of a needs analysis, training results are usually
subjective and might not be attributable to the training.
Implementing and developing training programs can be expensive, so it
makes sense to analyze training needs at the onset, so training can be
tailored to focus on specific needs and withstand evaluation after training.

7.6

Needs Assessment Levels

There are three levels of needs assessment:

Organizational analysis
Task analysis and

 Individual analysis.

Organizational analysis
Organizational analysis looks at the effectiveness of the organization and
determines where training is needed and under what conditions it will be
conducted.
The

organizational analysis should identify:

Environmental impacts (new laws by government and NGO Bureau).
State of the economy and the impact on operating costs.
Changing work force demographics and the need to address cultural or
language barriers.
Changing technology and automation.
Increasing global/world market places.
Political trends such as sexual harassment and workplace violence and
political unrest like hartal.
Organizational goals (how effective is the organization in meetings its
goals), resources available (money, facilities; materials on hand and
current, available expertise within the organization).
Climate and support for training (top management support, employee
willingness to participate and responsibility for outcomes).

The information needed to conduct an organizational analysis can

be obtained from a variety of sources including:
Organizational goals and objectives, mission statements, strategic
plans.
Staffing inventory, succession planning, long and short term staffing
needs.
Skills inventory: both currently available and short and long term
needs, organizational climate indices: labor/management relationships,
grievances, turnover rates, absenteeism, suggestions, productivity,
accidents, short term sickness and observations of employee behavior,
attitude surveys and customer complaints.
Analysis of efficiency indices: costs of labor, costs of materials, quality
of products, equipment utilization, production rates, costs of
distribution, waste, down time, late deliveries and repairs.
Changes in equipment, technology or automation.
Annual report.
Plans for reorganization or job restructuring.

Audit exceptions; reward systems.

Planning systems.
Delegation and control systems.
Employee attitudes and satisfaction.

Task analysis
Task analysis provides data about a job or a group of jobs and the
knowledge, skills, attitudes and abilities needed to achieve optimum
performance.
There are a variety of sources for collecting data for a task analysis:

Job description-- A narrative statement of the major activities

involved in performing the job and the conditions under which these
activities are performed. If an accurate job description is not available
or is out of date, one should be prepared using job analysis techniques.
KSA analysis-- A more detailed list of specified tasks for each job
including
Knowledge, Skills, Attitudes and Abilities required of incumbents.
Performance standards-- Objectives of the tasks of the job and the
standards by which they will be judged. This is needed to identify
performance discrepancies.
Observe the job/sample the work.
Perform the job.
Job inventory questionnaire-- Evaluate tasks in terms of importance
and time spent performing.
Review literature about the job-- Research the "best practices"
from other companies, review professional journals.
Ask questions about the job-- Of the incumbents, of the supervisor,
of upper management.
Analysis of operating problems-- Down time, waste, repairs, late
deliveries, quality control.

Individual analysis
Individual analysis analyzes how well the individual employee is doing the
job and determines which employees need training and what kind.
Sources of information available for an individual analysis include:
Performance evaluation -- Identifies weaknesses and areas of
improvement.

 Performance problems -- Productivity, absenteeism or tardiness,

accidents, grievances, waste, product quality, down time, repairs,
equipment utilization, customer complaints.
Observation -- Observe both behavior and the results of the behavior.
Work samples -- Observe products generated.
Interviews -- Talk to manager, supervisor and employee. Ask
employee about what he/she believes he/she needs to learn.
Questionnaires -- Written form of the interview, tests, must measure
job-related qualities such as job knowledge and skills.
Attitude surveys -- Measures morale, motivation, satisfaction.
Checklists or training progress charts -- Up-to-date listing of
current skills.

7.7

Methods of Conducting TNA

Following methods/techniques can be used for conducting TNA

Surveys/questionnaires
Interviews
Performance Appraisals
Observations
Tests
Assessment Centers
Focus Groups
Document reviews
Advisory Committees

Advantages and Disadvantages of Needs

Assessment Methods
Methods
Surveys
Questionnai
res

May be in the
form of surveys
or polls of a
random or
stratified
sample or an
entire
population.

Can use a variety of

question formats:
Open-ended,
projective, forcedchoice, priority
ranking.
Interviews

Can be formal or
casual, structured
or unstructured.

Advantages
Can reach a
large number
of people in a
short time.
Are inexpensive.
Give
opportunity of
response without
fear of
embarrassment.
Yield data easily
summarized and
reported.
Uncover
attitudes,
causes of

Disadvantages
Make little
provision for free
response.
Require substantial
time for
development of
effective survey
or questionnaire.
Do not effectively
get at causes of
problems or
possible solutions.

Are usually
timeconsuming.

Methods

May be used with a

representative
sample or whole
group.

Can be done in
person, by phone, at
the work site, or
away from it.

Performanc
e appraisals

May be
conducted
informally or
systematically
.
Conducted
by
manager;
appraisal
developed by HR.
Should
be
conducted on a
regular basis and
separately from
merit discussions.

Observation
s

Can be technical,
functional, or
behavioral.
Can yield

Advantages
problems, and
possible
solutions.

Gather feedback;
yield of data is
rich.

Allow for
spontaneous
feedback.
Indicate
strengths and
weakness in
skills and
identify
training and
development
needs.

Can also
point out
candidates
for merit
raises or
promotions.

Minimize
interruption of
routine work flow
or group activity.

Disadvantages
Can be difficult
to analyze and
quantify
results.
Need a skillful
interviewer
who can
generate data
without making
interviewee
self-conscious
or suspicious.
Can be costly to
develop the system,
implement the
appraisals, and
process the results.
May enable
managers to
manipulate
ratings to justify a
pay raise.
May invalidate the
appraisal because
of supervisor bias.
May be prohibited
for union
employees.
Requires a
highly skilled
observer with
process and

Methods
qualitative or
quantitative
feedback.

Advantages
Generate real-life
data.

Disadvantages
content
knowledge.
Allow data
collection only in
the work setting.

May be
unstructured.

May cause spied

on feelings.
Tests

Can be
functionally
oriented to test a
board, staff, or
committee
members
understanding.
Can be
administered in a
monitored setting
or

Can be helpful in
determining
deficiencies in
terms of
knowledge, skills,
or attitudes.

Easily quantifiable
and comparable.

take home.
Assessment
Centers

For Management
development

Require participants
to complete a
battery of exercises
to determine areas
of strength that need
development.

Assess potential by
having people work

Can provide early

identification of
people with
potential for
advancement.

More accurate
than intuition

Reduce bias and

increase
objectively in

Must be
constructed for
the audience, and
validity can be
questionable.

Do not indicate if
measured
knowledge and
skills are actually
being used on the
job.
Selecting people to
be included in the
high-potential
process difficult
with no hard criteria
available.

Are time-consuming
and costly to
administer.

May be used to

Methods
in simulated
management
situations
Focus
Can be formal or
groups/grou informal
p discussion

Advantages

Disadvantages

selection process.

diagnose
developmental
needs rather than
high potential.

Allow interaction
between
viewpoints.

Are time-consuming
for both consultants
and group
members.

Widely used method.

Can be focused on a
specific problem,
goal, task, or theme.

Enhance buy-in;
focus on
consensus.

Can produce data

that is difficult to
quantity.

Help group
members become
better listeners,
analyzers,
problem solvers.
Document
Reviews

Organizational
charts, planning
documents, policy
manual, audits, and
budget reports.

Include employee
records (accidents,
grievances,
attendance, etc.).

Provide clues to
trouble spots.

Provide objective
evidence or
results.

Can easily be
collected and
compiled.

Also include meeting

minutes, program
reports, and memos.
Advisory

Secure information

Are simple and

Often do not
indicate causes of
problems or
solutions.

Reflect the past

rather than the
current situation.

Must be interpreted
by skilled data
analysts.

Carry biased

Methods
Committees

Advantages

from people who are inexpensive.

in a position to know
the training needs of
a particular group.
Permit input and
interaction of a
number of
Supply data
individuals with
gathered from
personal views of
consultants by using the groups
techniques such as
needs.
interviews, group
discussions, and
questionnaires.
Establish and

Disadvantages
organizational
perspective.

May not represent

the complete
picture because the
information is from
a group that is not
representative of
the target audience.

strengthen lines
of
communication.

7.8

Conducting a Needs Analysis

In selecting which training needs analysis techniques to use, one requires

answers to questions such as the following:
What is the nature of the problem being addressed by instruction?
How have training needs been identified in the past and with what
results?
What is the budget for the analysis?
How is training needs analysis perceived in the organization?
Who is available to help conduct the training needs analysis?
What are the time frames for completing the exercise?
What will be the measure of a successful training needs analysis
report?
The time spent and the degree of formality will differ according to particular
needs and the organization involved. There are, however, four basic steps:
I.

Gather data to identify needs

This can be accomplished through:

Surveys/questionnaires
Interviews
Performance Appraisals
Observations
Tests
Assessment Centers
Focus Groups
Document reviews
Advisory Committees

As illustrated in the chart below, each method has special characteristics

that can affect both the kind and quality of the information obtained. For
instance, an interview can reflect the interviewers biases, while a
questionnaire can have sampling biases if only a few participants return the
survey. It is best to use more than one method to help validate the data as
you can get different types of information from the different methods. For
example, you can use questionnaires to gather facts and utilize follow-up
interviews to delve more into why people answered questions the way they
did.
It is also important to include persons from a cross section of the target
employees for training. Sample people with varying experience levels, or you
will not have a valid sample and training will only be effective for a certain
part of the total population you targeted.
II.

Determine what needs can be met by training and development

If there is indication of performance deficiency, the next step is to determine
what needs can be met by training and development. If the problems relate
to employee relations such as poor morale, lack of motivation or inability to
learn, training is not a solution. Human resource professionals who use
training as a motivator misunderstand the purpose of training, which is
simply to pass on missing skills and knowledge to employees who are willing
and able to learn. Problems arising from non-training issues such as
insufficient rewards or obsolete equipment can be identified and referred to
management.

III.

Proposing solutions

After determining that training is a potential solution, HR professionals will

need to closely examine if formal training is the best way to meet the need.
You might find that practice or feedback is all that is needed.

IV.

Practice is useful when a particular skill was taught but not used. For
example, an employee might be trained in all aspects of a wordprocessing program but use only a small portion of those skills. If the job
requires expansion of those skills, the employee may need time to review
additional word processing material and practice using them.

Feedback to employees concerning their work is critical in maintaining

quality. Managers and supervisors need to periodically evaluate job
performance and tell employees what they are doing correctly or
incorrectly to avoid work skills diminishing. If an employee was not able to
perform a certain skill, using an existing program to retrain or designing a
new program may be the appropriate solution.
Identifying the Next Step

Once needs have been analyzed and identified, the next step is to develop
the training proposal itself. It should spell out the need for training, the
expected results, the people to be trained, and the expected consequences if
training is not conducted. A key decision is whether to use an existing
program or design a new training program.

7.9

Results of the Needs Assessment

Assuming that the needs assessment identifies more than one training need,
the training manager, working with management, prioritizes the training
based on the urgency of the need (timeliness), the extent of the need (how
many employees need to be trained) and the resources available. Based on
this information, the training manager can develop the instructional
objectives for the training and development program.
All those levels of needs analysis are interrelated and the data collected from
each level is critical to a thorough and effective needs assessment.

Summary
The purpose of a training needs assessment is to identify performance
requirements or needs within an organization in order to help direct
resources to the areas of greatest need, those that closely relate to fulfilling

the organizational goals and objectives, improving productivity and providing

quality products and services.
The needs assessment is the first step in the establishment of a training and
development Program. It is used as the foundation for determining
instructional objectives, the selection and design of instructional programs,
the implementation of the programs and the evaluation of the training
provided. These processes form a continuous cycle which always begins with
a needs assessment.