The myth in TNA survey

To my mind, opinion and perception survey for training need analysis is a myth.

Processing a sample of opinions does not serve the purpose of identifying performance gaps of the population needed to improve subsequent performance of an organisation.

How could a worker knows exactly what his training needs are?  How could the feedback from the workforce which are full of opinions form a basis of their own training?

True a survey has been an accepted tool in scientific study by researchers and student.  It may be suitable for marketing analysis because marketing is identifying of perceptions and opinions.  Indeed a TNA survey, with a set of wrong collected data (opinions and perceptions) processed with a highly sophisticated statistical instrument would still be not meaningful.

Workers and managers would not know of their shortcomings or their incompetency because of the following reasons:-

1. It is beyond their knowledge. (unconscious incompetence)
2. A new competency would be unknown to the surveyed workforce.(new competency)
3. Workers would not disclose their incompetency because of their pride and to uphold their image. (non-disclosure)(suppressing information)
4. Surveys are a collection of the job holders' subjective perceptions and opinions.

The only approach to TNA is to identify critical performance gaps from which the competency gaps could be drawn.

Performance gaps drawn from actual performance reports are more objective in its approach.  After all, this is exactly what the CEO wants out of a TNA.  The CEO would like to know what kind of training he need to give to my workforce that would give positive maximum impact to the bottom line.

A benchmarked company does not only provide performance standards but it also provide best practices for the purpose of training need identification.

After all, training is a copy and paste applications.  It is identifying what and how to copy and duplicate them.

It is not merely the transmitting of opinions and feelings.

Arriffin Mansor 012-2786282


Example of survey questionnaire used in TB

Sales Skills	1weak	2	3avg.	4	5strong
Ability to qualify buyers quickly
Identifying customer needs
Identifying customer objections
Overcoming customer objections
Prospecting / cold contacts
Conducting presentations
Closing the sale

TRAINING NEED ANALYSIS in 12 steps****

Performance gaps are drawn from performance before and after. TRAINING NEED ANALYSIS
Total Performance Analysis					Competency Analysis
1	Analyse financial statements	ROE Charts
2	Industry performance standards	KPIs
3	Job Descriptions
4	Performance standards
5	interview CFO and heads of functional departments to confirm gaps
		Key Performance gaps
					CRITICAL  JOB HOLDERS
				6	Job Descriptions	Key Result Areas
				7	Duty Analysis
				8	Task Analysis	Input output analysis
				9	Knowledge, skills & attitude
				10	Best Practices - competencies
				11	Change direction by CEO – New Goals	Competency Gap Analysis
				12	Alternative delivery	ROI justification
							TNA

Arriffin Mansor 012-2786282

Corporate Competency Workshops****

1. Performance audit and turnaround strategies
2. Competency gaps and Training Need Analysis
3. Productivity Linked Wage System
4. Performance Framework
5. Performance Leadership and Team Building 
6. Strategic Finance in spreadsheet
7. Cash flows and project financing
8. Managing Change
9. Business plans in 7 steps
10. Marketing Strategies and Budgeting

Arriffin Mansor 012-2786282

TNA that comply with best practices

(Our TNA approach as described further down is in line with the best practices adopted by HRDF Malaysia)

A PERFORMANCE BASED APPROACH a suggested practice by the Malaysian HRDF.

1. Identify critical performance gaps based on financial statement analysis through benchmarking internally and externally.
2. Incorporate new strategies and best practices adopted by management for the coming periods.
3. Identify the critical groups or persons that require performance improvement and competency profiling.
4. Identify competency gaps that requires training solutions.
5. Identify the expected training benefits and justify training through the ROI.

How to identify performance gaps through financial analysis and benchmarkings.

1. ROE Du Pont Chart
2. Functional Key Performance Indicators
3. Process Indicators
4. Input efficiency indicators

How to identify competency gaps among the critical group or persons lacking in performance above.

1. Job Analysis  -  objectives / goals
2. Duty analysis -  key result areas /  job descriptions
3. Task Analysis -  key activity / job specifications

Use the BSC perspective to identify learning and growth on the performance objectives.

Measure their knowledge, skills and attitude through observation and interviews with the job holders and their bosses and peers.

The competency gap analysis is confined only to the critical non-performers.

The ROI is computed by dividing the expected training benefits by it's costs.

The training gains and benefits is derived by performance after training less performance before training.

The input output graphic presentation illustrates the net benefits in training.

Top 16 BEST PRACTICES IN TRAINING -  Extracted from the booklet by HRDF Malaysia

1. Top Management must be 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
6. Take advantage of the levy and government financial support
7. 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. Formal job description
• base on best practices and key result areas
13. Conduct staff performance appraisals to identify skill gaps
14. Identify department needs for training
• gaps are departmental needs
15. Obtain information from multiple sources: CEOs, HODs, employees, performance appraisal
16. Develop core mandatory programmes 

Extracted by Arriffin Mansor 012-2786282

Standard Operating Procedures SOP

What should be in the SOP?

definition:  A set of fixed instructions or steps for a carrying out routine operations.

9 elements

1. Performance objectives / goals / kpis
2. Key Result Areas to achieve goals
3. Key Performance Indicators / Efficiency measures
4. Internal Control systems - promote efficiency, integrity and objectivity and performance.
5. Chart of Authority - delegation of authority
6. Functional descriptions, process and activity description.
7. Strategic Maps - linkage to the organisation
8. Key Activity budgets.
9. Input output system and
10.  the value chain system

Arriffin Mansor 012-2786282

ROI training Formula

What is ROI?

1. ROI or return on investment is a measure justifying all kind of investments.
2. ROI is a ratio dividing profit with investment.

Training investments definition

• All costs involved to improve the competencies of the staff.

Training income / impact definition

• All improvement recorded after the training interventions, performance after training less before training.
• Identify the key performance indicator to measure results of training
• Compute the before and after KPI ratios
• Use input output graph to measure the impact of competency improvement.

EXAMPLE - calculating the ROI.

Before training performance -   RM3,000 sales profit 

After training performance -     RM 5,000 sales profit

One year impact RM2,000 x 12  =  RM24,000

If training costs is   RM20,000, profit is RM4,000 divided by RM20,000

ROI is 20% per annum  

Difficulty in evaluating training

1. Unlike other investments, the impact and outcome in training is continuous and infinity.  The impact on staff training could be long and timeless.
2. Measuring precise training costs and investment is almost impossible.
3. Classroom training costs are easier to account but on the job training and coaching is difficult to value and demarcate.

Arriffin Mansor 012-2786282

Performance based TNA***

	Course title		TRAINING NEED ANALYSIS
	Target Group		HR heads, practitioners, consultants, CEOs, CFOs and Training Consultants
	Duration		3 office days
	Course objective		Ability to manage  performance and competency for improvement and reward recognition purposes.
	Course outline		1.       Performance gap analysis: Current  - Required Performance 2.       New Business directions -  New Req Performance 3.       Competency Profile -  Best Performers / Best Practices 4.       Key Performance Indicators 5.       Benchmarking /   Industry Standards /   Best Practices 8.       Task analysis / competency analysis 9.       BSC perspectives in learning 10.   Innovation and new competencies
	Learning Outcome		To be able to conduct the annual TNA for a company.
	Proposed Fee		RM5,000  x 3 days
	Trainers		Arriffin Mansor

Arriffin Mansor 012-2786282