04 TNA Course design
IDENTIFICATION OF TRAINING NEEDS/TNA
The first step in training is to determine that a need for training actually exists. An organization should commit its resources to a training activity only if the training can be expected to achieve some organizational goal. Identifying training needs is then, a process that involves establishing areas where individuals (employees) lack skill, knowledge, and ability in effectively performing the job and also identifying organizational constraints that are creating roadblocks in the performance.
The analysis of training needs aims to define the gap between what is happening and what should happen. This is what has to be filled by training.
What is
Training Gap
What should be
a) Corporate and functional results
b) Knowledge and Skills possessed
c) Actual performance of individual
a) Corporate and functional standards
b) Knowledge and Skills required
c) Targets or standards of performance
The gap may consist of the difference between:
How the company or department within it is performing and how it should perform.
What people know and what they should know.
What people actually do and what they should do.
MeGhee and Thayer (1961) have proposed a model of training needs identification. It consists of three components:
Organizational Analysis
An organizational analysis tries to answer the question of where the training emphasis should be placed in the company and what factors may affect training. It involves a comprehensive analysis of organizational structure, objectives, culture, processes of decision-making, future objectives, and so on. The analysis begins with an understanding of short-term and long-term goals of the organizations, as a whole, and for each department specifically. These would help to identify what capacities are needed to fulfill these goals. Generally three requirements have to be considered.
Do we have adequate number of people to fulfill organizational objectives?
Do these people possess required
The first step in training is to determine that a need for training actually exists. An organization should commit its resources to a training activity only if the training can be expected to achieve some organizational goal. Identifying training needs is then, a process that involves establishing areas where individuals (employees) lack skill, knowledge, and ability in effectively performing the job and also identifying organizational constraints that are creating roadblocks in the performance.
The analysis of training needs aims to define the gap between what is happening and what should happen. This is what has to be filled by training.
What is
Training Gap
What should be
a) Corporate and functional results
b) Knowledge and Skills possessed
c) Actual performance of individual
a) Corporate and functional standards
b) Knowledge and Skills required
c) Targets or standards of performance
The gap may consist of the difference between:
How the company or department within it is performing and how it should perform.
What people know and what they should know.
What people actually do and what they should do.
MeGhee and Thayer (1961) have proposed a model of training needs identification. It consists of three components:
Organizational Analysis
An organizational analysis tries to answer the question of where the training emphasis should be placed in the company and what factors may affect training. It involves a comprehensive analysis of organizational structure, objectives, culture, processes of decision-making, future objectives, and so on. The analysis begins with an understanding of short-term and long-term goals of the organizations, as a whole, and for each department specifically. These would help to identify what capacities are needed to fulfill these goals. Generally three requirements have to be considered.
Do we have adequate number of people to fulfill organizational objectives?
Do these people possess required