TRAININNG NEEDS IN AN ORGANIZATION

Training needs: This is the process of identifying training needs in an organization for the purpose
of improving employee job performance. Any company delving into training and development of its
workforce should first learn how to properly identify and assess training needs. This is the single
most important thing that helps executives to address the gaps between the existing training and
training which will be required in the future, defining 'need' is an essential starting place for any
organizations needs assessments. Each need therefore consist of two related gaps in results, leading
to the assessment (size, direction, characteristics, etc.) of each gap as well as the relationship among
the gaps. Depending on the resources and needs of the organization, a training analysis can range
from a very detailed inventory of skills to a general review of performance results. The more
complete the training analysis, the more likely that the employee's training will ultimately
contribute results to the organization. Note that employees can require training for a variety of
reasons,

which

usually

fall

into

two

categories:

1. Training to fill a "performance gap."

2. Training to fill a "growth gap", that is, to be promoted or be able to fill another open position in
the organization
A needs assessment is a systematic process for determining and addressing needs, or "gaps"
between current conditions and desired conditions or "wants". The discrepancy between the current
condition and wanted condition must be measured to appropriately identify the need. The need can
be a desire to improve current performance or to correct a deficiency. A needs assessment is a part
of the planning processes, often used for improvement in individuals, education/training,
organizations, or communities. It can refine and improve a product such as a training or service a
client receives. It can be an effective tool to clarify problems and identify appropriate interventions
or solutions.

Needs assessments can help improve the quality of policy or program decisions thus leading to
improvements in performance and the accomplishment of desired results. Improving results that is,
moving from current to desired performance is typically a worthwhile and valuable effort. The
results of a needs assessment will guide subsequent decisions including the design, implementation,
and evaluation of projects and programs that will lead to achieving desired results. Managers should
look at different needs and assessment methods for identifying key training needs in any
organization. Training needs in a given organization may include:
1.
2.

Industry-related needs,
Job-related needs - Job related needs are those that relate directly to jobs which are part of
the organization. The purpose of job-related needs is to improve the final output of the job
itself. It can be building an error-free part for a technological appliance or a completed call

with a customer.
3. Task-related needs - A task-related need usually comes in the form of a requirement in a
particular part or output within a job or job family.
Assessment methods
It is helpful to have an organized method for choosing the right assessment for your needs.
Creating a Custom Training Plan for an Organization
Before creating a training program, it is important as the trainer to do your homework and research
your companys situation thoroughly. By gathering information in several key areas, you better
prepare yourself to create a relevant and customized training plan for your company. Here are
several objectives in order to plan an effective program:
Objective 1: Determine what training is needed.
Objective 2: Determine who needs to be trained.
Objective 3: Know how best to train adult learners.

Objective 4: Know who your audience is.

Objective 5: Draw up a detailed blueprint.
1. Organizational perspective: This kind of assessment is focused on the effectiveness of the
enterprise as a whole. It aims to identify any discrepancies, revealing the knowledge and skills
required to bridge gaps. Organizational assessments analyze factors like the economy, new
environmental policies and changing workforce demographics. These assessments determine
which parts of the organization require training and whether it will fill the gaps when
implemented.
2. Task-related perspective: Task assessments compile information about a particular job
function. It's an analysis that identifies key tasks, competencies and skills that are required to
perform the job efficiently. It's based on detailed job descriptions, skill analyses and inventory
questionnaires which is how key training needs can be pinpointed.
3. Individual assessment: The individual assessment looks at particular employees to discover
their level of performance. This analysis identifies the existing skills and qualifications, as well
as capacity for learning. Individual assessment will show who needs training and what kind of
training is needed most. It uncovers the strengths of employees and areas for competency
improvement.
Four Steps to Conducting a Needs training program in a given organization
Step 1 -Perform a "Gap" Analysis
The first step is to check the actual performance of an organization and the people against existing
standards, or to set new standards. There are two parts to this:

Current Situation
We must determine the current state of skills, knowledge, and abilities of our current and/or future
employees. This analysis also should examine our organizational goals, climate, and internal and
external constraints.
Desired or Necessary Situation
We must identify the desired or necessary conditions for organizational and personal success. This
analysis focuses on the necessary job tasks/standards, as well as the skills, knowledge and abilities
needed to accomplish these successfully. It is important that we identify the critical tasks necessary,
and not just observe our current practices. We also must distinguish our actual needs from our
perceived needs- our wants. The gap between the current and the necessary will identify our
needs, purposes and objectives.
Step 2 -- Identify Priorities and Importance
The first step should have produced a list of needs for training and development, career
development, organization development and/or other interventions. Now we must examine these in
view of their importance to the organizational goals, realities and constraints. We must determine if
the identified needs are real, if they are worth addressing, and specify their importance and urgency
in view of our organizational needs and requirements. For example:

Cost-effectiveness: How does the cost of the problem compare to the cost of implementing a
solution? In other words, we perform a cost-benefit analysis.

Legal mandates: Are there laws requiring a solution? (For example; safety or regulatory
compliance.)

Executive pressure: Does top management expect a solution?

Population: Are many people or key people involved?

Customers: What influence is generated by customer specifications and expectations?

Step 3 -- Identify Causes of Performance Problems and/or Opportunities

Now that we have prioritized and focused on critical organizational and personal needs, we will
next identify specific problem areas and opportunities in our organization. We must know what our
performance requirements are, if appropriate solutions are to be applied. We should ask two
questions for every identified need:
1. Are our people doing their jobs effectively?
2. Do they know how to do their jobs?
This will require detailed investigation and analysis of our people, their jobs and our organizations
both for the current situation and in preparation for the future.
Step 4 - Identify Possible Solutions and Growth Opportunities
If people are doing their jobs effectively, then perhaps we should leave well enough alone.
However, some training and/or other interventions might be called for if it's important enough to
move our people and their performance in new directions.But if our people ARE NOT doing their
jobs effectively, then training may be the solution if there is indeed a knowledge problem.
Organization development activities may provide solutions when the problem is not based on a lack
of knowledge and is primarily associated with systematic change. These interventions might include
strategic planning, organization restructuring, performance management and/or effective team
building.
Conclusion
Training is the process of acquiring specific skills to perform a job better (Jucious, 1963). It helps
people to become qualified and proficient in doing some jobs (Dahama, 1979). Usually an
organization facilitates the employees' learning through training so that their modified behaviour

contributes to the attainment of the organization's goals and objectives. Van Dersal (1962) defined
training as the process of teaching, informing, or educating people so that (1) they may become as
well qualified as possible to do their job, and (2) they become qualified to perform in positions of
greater difficulty and responsibility.
Flippo (1961) differentiated between education and training, locating these at the two ends of a
continuum of personnel development ranging from a general education to specific training. While
training is concerned with those activities which are designed to improve human performance on
the job that employees are at present doing or are being hired to do.
A needs assessment is a process that evaluates an employees current condition and compares it to
the employers desired condition. The differences between the current and desired condition are
called gaps or needs. Gaps can identify areas of improvement or deficiency. Employees and
management all have training needs because no one knows everything or behaves perfectly; an
assessment will assist an organization in identifying where the training needs are that will best
support the organizational improvement.

References
1. Flippo, E. B. (1961). Principles of personnel management. New York: McGraw Hill.
2. Kirkpatrick, D. (1976). Evaluation of training. In R. L. Craig (Ed.), Training and
development handbook. New York: McGraw Hill.
3. http://www.management help.org/training/methods/formal-isdandaddie.htm
4. http://www.yourofficecoach.com/topics/lessonsinleadership/effectiveleadership
Stewart, G. L, Brown, K. G., (2011). Human Resource Management Linking Strategy to
Practice, Danvers, MA: John Wiley & Sons, Inc.
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