Chapter 5

Training Need Analysis (TNA)

A look at the KSAs

Skill-Based Learning
 Compilation
 Automaticity

Cognitive Knowledge
 Declarative Knowledge Learning
Attitudinal Learning
 Procedural Knowledge
 Affect/Feelings
 Strategic Knowledge

1-2
 Level of Competence

1. Can do job only by reference to job

instructions or supervisor
2. Can do job without reference to
instructions/supervisor, but not always to
agreed output and quality
3. Can do job with prescribed output and
quality levels
4. Can do all the above and train others
 Training Need Analysis Phase
Input Process Output

Organizational
Analysis
Objectives Training
Resources
Environment Needs

TRIGGER
Actual Organizational Operational
Performance Analysis
(AOP) < Expected (Task Analysis)
Organizational Expected
Performance (EOP) Performance (EP) Non
Training
Needs
Person Analysis
Actual
Performance
(AP)
Why is TNA Important?
 Training may be incorrectly used as a solution

 Result in wrong content, objectives, or methods

 Trainee may be sent to training programs for which

they do not have the basic skills, prerequisite skills

 Training will not deliver the expected learning,

behavior change, or financial results that the
company expects and unrelated to the company’s
business strategy
Training Need
When there is a gap between Actual performance
and Expected Performance - Performance Gap
(PG)

Actual Performance< Expected performance  A

possible training need

Actual KSAs < Expected KSAs performance A

training need

Performance : KSA x Motivation x Environment

Two approached to Training Need
Analysis (TNA)

Reactive Approach

Proactive Approach
What Triggers TNA?
• New Products
• New Technology
• New area of operation
• New Jobs
• New position for a employee
• New Law
• Poor Performance
• Customer complaints
• Higher performance standards
Summary or TNA Process After the Trigger
Organization gap?
• Org. Analysis
Units in org. with gap
• Operational Analysis
Persons in unit with gap
• Person Analysis
Cause of gaps
• KSA = Training solution
• Other = Non-training solution
Correcting a Performance Gap
Performance Gap Identified

Cost/Benefit of fixing is positive

Are performance
consequences Are there barriers to
Is feedback a problem?
incongruent with performance?
desired performance?

NO NO NO
YES YES YES

Training
Job Redesign These need to be addressed before training
Transfer will result in improved performance
Termination
Participants in the TNA Process
• T&D Professional/consultant
• Top Management
• Unit head
• Department head
• Supervisors
• Employees
• Customers
• Subject Matter Experts
• Any other relevant stake holders
4-9
Methods Used in TNA
Observation
Questionnaire
Interview
Focus Group
Documentation
Regular Analysis of Samples of
performances

Need performance standards for comparison

 Organizational Level Analysis
 Business mission and plan is the starting point for examining
training need ( source of unit goals and individual goals)

 May not be an easy process since organizations environment is

dynamic

 Smarter organizations review learning implications proactively

before they occur

 HRD professional should keep an eye on new implementations

and ensure learning need is considered at the right time

 SWOT Analysis & Skill Matrix help in providing useful

information
 Purpose of Operational Analysis

 Identify unit level PGs related to Organizational PG

 Identify any work impediments

 Determine expected job performance standards

 Determine KSAs required to meet standards

 Develop measures of individual performance and KSAs

 Sources For Operational Analysis

Sources Training Need Implications Practical Concerns

1. Job Outlines the job’s typical duties Often inaccurate

Descriptions and responsibilities
2. Job Specific tasks required for the job Check for accuracy
specifications and may include judgments of
required KSAs.

3. Performance Provides objectives & standards Very useful if

Standards related to the tasks required. available

4. Incumbents and Provides accurate data about Must be done

supervisors current job and performance correctly to be of
expectations. value

15
Task Analysis
Job (Title & Classification code if available):
Duty 1:
Task 1: Subtasks KSAs Needed

Task 2: Subtasks KSAs Needed

And so on until all tasks for the duty have been identified
Duty 2:
Task 1: Subtasks KSAs Needed

Task 2: Subtasks KSAs Needed

And so on until all duties have been analyzed for tasks and KSAs
4-16
Example of task analysis
Job Title: Trainer (Delivery Specialist)
Duty 1: Provide face-to-face training to groups of 10 or more.
Task 1: Subtasks: KSAs Needed
Deliver 1. Provide accurate  Knowledge of topic area and how it
material in a information. is used on the job.
manner that 2. Apply approved  Knowledge of all instructional
facilitates training methods methods and when to use them
learning. effectively. And so on
3. And so on….
Subtasks: KSAs Needed
Task 2: 1. Demonstrate value of  Knowledge of the adult learning
Engage and training. process.
Motivate And so on….  Effective interpersonal
trainees communication skills:
And so on
And so on until all tasks, subtasks and KSAs for the duty are identified
Repeat the process for Duty-1 until all duties have been analyzed for their required
tasks and KSAs.

17
Purpose of Person Analysis
 Identify individual job performance gaps
 Determine cause of performance gaps by:
Comparing individual KSAs to those required to meet job
performance standards.
If KSAs are lacking training MAY be a solution

If KSAs exist, training is NOT a solution

 Diff. between current and desired level is the training

gap

 Also need to examine motivation and environment

factors, even for those lacking KSAs.
 Needs at person Level

Needs Analysis at this level has 2

prerequisites:
1. The performance parameters are defined
(Required Performance)
2. Review takes place against the
performance parameters (Actual
Performance)

Need to review development opportunities as

well.
Data for Person Analysis

• Supervisor Performance Appraisals

• Performance Data and Standards
• Observation & Work Sampling
• Interviews & Questionnaires
• Job Knowledge Test
• Skill Test
• Assessment Centers
• Coaches
• Person’s objectives
4-20
Important Checklist during TNA:
 Is the performance problem important? (potential to cost to
the company)
 Do the employees know how to perform effectively?
 Do the employees demonstrate the correct knowledge or
behavior?
 Were performance expectations clear ?
 Were there any obstacles to performance such as faulty tools
or equipment?
 Were good performance rewarded or not rewarded?
 Did employees receive timely, relevant, constructive, and
specific feedback about their performance?
 How about other solution (job redesign, transfer etc.)
 How is the employee readiness for training
 Measuring KSAs

There are two significant issues you need

to attend to in your measurement of
KSAs
 Reliability
 Validity

Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Comparing Reliability and Validity

Not reliable Reliable but Reliable and

or valid not valid valid
Criterion Deficiency, Relevance,
and Contamination

Criterion
deficiency

Criterion
relevance

Criterion
contamination