How to conduct training need analysis

How to Conduct a Training Needs Analysis

Employers can conduct a needs analysis by the following steps.

Step 1: Determine the critical performance gaps

Determine the specific performance gap areas where the critical changes are needed.  For this purpose we need to benchmark against the industry bests.

The KPI would be a good measure for comparative purposes.

The return on equity model which shows the ultimate goals of the business could be used for this purpose.

For in depth analysis, the analyst could examine and compare the cost volume profit model and key functional performance against the best in the industry.

Examples of these performance areas are:

1. Improve customers’ growth and retention.
2. Improve employee productivity and retention
3. Improve the speed at which warehouse employees fill orders.
4. Improve on the asset management of the business

Step 2: Identify areas of performance problems and issues

The critical management areas are measured for its true performance through input output analysis.  In addition, graphs should be used to further illustrate the dynamic performance movement.

We would identify the critical areas through the simple Pareto and sensitivity analysis

Step 3: Identify and focus on people problems and issues

We would identify performance problems caused by people or staff through productivity ratios and efficiencies.

Wrong or poor practices, systems or policies may not be the responsibility of the staff.

We need to pin point person or group of persons responsible after which a competency profile would be conducted.

Step 4: Suggest solutions and improvement changes

There are two groups of performance problems and issues.  One is caused by the labour, staff and people and the second groups are those that are caused by other factors.

Changes could be due to problems in the management systems, communication and authority or a combination or mix of all.

Training is only a relevant solution that affects competency gaps.

Management training is needed if the identified lacks of performance areas are caused by poor management skills and knowledge.

The technical incompetency of a worker is easily identified by matching against the best practices skills and knowledge of a standard worker in the industry.

Step 5: Design suitable processes and models

Top management must agree and approve on the key processes, strategies and models to be used by the business.

The models adopted and integrated are normally the best practices in the industry.

These models should be properly defined to enable simulations to be exercised for the purpose of estimating the results or the impact of change.

Step 6: Profile the identified workers and determine the competency gaps.

Only workers in the critically weak performance areas would be profiled on three specific areas:

1. Knowing what to do; identify best practices in the industry on the relevant area.
2. Having the capability to do it; – by examining their past performance records and competency history.
3. Having the motivation to do it.- adequate information and authority and recognition.

The required set of competencies is drawn from the best industry worker.

The identified training which should also be in alignment with the chosen business model

In addition, these identified gaps shall be discussed and confirmed with the staff concern, his supervisors and the industry expert.

Step 7: Determine how to train

There are many approaches to training.  Of course the cheapest and most effective shall be chosen.

Step 8: Conduct a cost benefit analysis (ROI training)

At this point, employers need to consider the costs associated with a particular training method and the extent to which competencies can be combined into the same training activity.

Opportunity costs associated with training shall be taken into consideration.

On the benefit side, the analyst could use the planned business models to simulate the results.

Step 9: Plan for Training Evaluation

The only way to evaluate the effectiveness of training is to measure the performance results after training.

Micro KPI targets could be set in advance by both the trainees and bosses.  They may want to include these in the job description.

The process in summary:

1. To identify where in the organization, training is critically needed?
• Performance gaps against industry standards.
• True performance
2. Who among the staff needs it?
• Non-performers
• confirm with boss and further analysis through some watch.
• Duty and task analysis
3. What training are needed for the concern staff?
• against bench marks
• best practices
• competency gaps
4. How will the training be provided?  Alternative delivery costs
5. How much will it cost? and
6. How much the impact be on the business?
• simulated ROE
7. Calculate the ROI to justify training

Performance first TNA

Training Need Analysis in 6 key steps

1. Identify Critical performance gaps (bench marks with industry standards)
• ROE Chart Du Pont
• Benchmarked standards 
• Input output graph to measure actual performance
2. Identify the critical job holders (non-performers yet critical)
• BSC perspectives
• KRA -  pareto principles
• gaps caused by competency and not by volume change
• KPIs
• Job analysis
3. Identify the unique critical competency gaps (compare performers against non-performers)
• knowledge gaps
• skill gaps
• attitude gaps
4. Conduct alternative confirmation on the unique competency gaps
• check with supervisors
• personal interview
• personal training records
• duty and task analysis
5. Conduct  training need justifications
• training inputs, output and outcome.
• ROI /  IRR justification
6. Submitting TNA report

Copyright:  Arriffin Mansor 012-2786282

Competency based TNA - 8 steps

Identifying competency gaps through performance gaps.

(the only effective training need analysis)

1. Identify critical performance gaps of the company with suitable benchmarks.
• From ROE check in depth at the bottom of the Du Pont Chart.
2. Check the root cause of poor performance beside competency.
• identify performance gaps purely contributed by lack of competencies.
3. Identify critical job holders to check on their competencies
4. Draw best practices from benchmarks and compare them to arrive at the unique competency gaps.
5. Confirm types of competency needs through BSC analysis. OR
6. Confirm competencies through alternative processes.
• survey questionaire
• focus groups
• observation
• task analysis
• personal records
• Personal interview
7. Chose appropriate training delivery for most economical approach.  Conduct cost benefits analysis to justify training. (use before and after  training comparison)
• Calculate the training benefits through the performance improvement gains
• divided by the training investments/costs
• ROI training
8. Submit TNA reports.

copyright (c) Arriffin Mansor 012-2786282

Top 16 best practices in HR Training

Here are the top 16 best practices in Malaysia announced by Malaysia's HRDF.

1. Top Management must display positive role models for training.
• discussed with CEO and key functional heads
2. Heads of departments should be actively involved in training.
• Both Gaps agreed with them
3. Training is linked to the business plans and continouse improvement.
4. Dedicated training personnel to provide customised and targeted training.
5. Flexible budgeting approach to training.
6. Take advantage of the levy and government financial support
7. Develop an Annual training plans
• prioritized training activities based on ROI
8. Ensure new recruits complete mandatory training programs before confirmation.
• understand company's performance policy
9. Develop a culture of learning i.e training culture and systems
10. Employee should know the importance of continous training
• on and off the job training
11. Training is linked to performance appraisal and remuneration.
• KPIs used in the above functions
12. Develop a Formal job description
• based on best practices and key result areas
13. Conduct staff performance appraisals to identify skill gaps
14. Identify departmental needs for training
• gaps are departmental needs
15. Obtain information from multiple sources: CEOs, HODs, employees, performance appraisal
16. Develop core mandatory programmes for the company.

Extracted by Arriffin Mansor 012-2786282

Arriffin Mansor 012-2786282

Job and training description 11 points

Job descriptions plans, monitors performance and identify gaps for training needs purposes

1. Establish the performance targets  of all duties and tasks.  Relate and agree with performance objectives of the job.
2. Establish and agree on performance gaps between the achieved and the standards
3. Identify best practices through benchmarks and sets of required competency.
4. Discuss and agree on the key result areas   
5. Discuss and agree on key performance indicators
6. Discuss and agree on the KPI rate.
7. Delegating responsibility by performance metrics
8. Accountability by performance results and performance evaluation
9. Job description clearly shows the person whom the job holder report to.
10. Job description also define the required authority to be delegated.
11. Job description set the clearly duties and tasks expected of the job holder.

Being a performance contract agreed between the boss and the employees that includes the measurable job goals with the expected performance standards to be achieved with the agreed key result areas, job description also delegates authority and resources for that purpose.

copyright arriffin@gmail.com 012-2786282

Job description under performance regime - 10 points

How job descriptions are discussed and agreed before they are signed as a performance contract between the employees and their bosses.

1. Established, defined and measured performance objective and goals
2. Establish and agree on performance gaps between the actuals and the standards
3. Identify benchmarks and best practices and a sets of required competency.
4. Discuss and agree on the key result areas to achieve these objectives
5. Discuss and agree on key performance indicators  on the activities.
6. Delegates duties and tasks by performance metrics
7. The desired performance results clearly described to enforce accountability.
8. Job description identify the person whom the employee report to.
9. The Job holder and his boss may recognize some competency gaps in the job holder which may require some kind of training to close the gaps. 
10. Job description also define the required authority and resources to be delegated to the employees to carry out his tasks and duties.

Arriffin Mansor 012-2786282

Latihan ialah Tiru dan laku - copy and paste in training

JENIS LATIHAN UNTUK KAKITANGAN YANG TELAH DIKENALPASTI MEMERLUKAN SUPAYA IMPAKNYA TERHADAP MATLAMAT SYARIKAT.

Latihan sebenarnya ialah meniru dan melakukan sebaik apa dan siapa yang mendatangkan hasil sama seperti mereka yang ditiru (benchmarkings dan best practices)

Latihan hanya perlu pada mereka yang menghasilkan jurang prestasi yang negatif.  Bagi mereka yang menghasilkan prestasi terbaik maka mereka tidak perlu latihan. (critical performance gaps)

Latihan patut tertumpu pada pekerja dan kumpulan pekerja yang menghadapi jurang prestasi.  Dari jurang prestasi kita kenali jurang kompetensi. (poor performers)

Jurang kompetensi seorang pekerja dikenalpasti melalui profiling.  Apa kompetensi yang mereka tiada atau tidak cukup berbanding dengan mereka yang didapati kompeten melalui prestasi.

Amalan terbaik atau best practices ialah gerak laku mereka yang menghasilkan prestasi yang terbaik dalam industri.

Arriffin Mansor 012-2786282