MGT 423 : Chapter 04

Training Need Analysis

 Training Needs Analysis
Training Needs Analysis (TNA):
 “A systematic method for determining what caused employee

performance to be less than expected or required”

 It is done to find out the reasons for poor performance, and

hence, the need for training

Chapter 4 2
 Reasons for doing Training Needs
Analysis
A training program should always be designed after doing a training
needs analysis. Why?

 1. A training needs analysis can pinpoint the causes of poor

performance and hence, determine if training is actually required

 2. Sometimes, the causes of poor performance is insufficient KSA’s

and therefore training is required.

 3. But other times, the causes can be environmental or personality-

related, and training will not solve them (non-training solution
required)

 Ex- lacking in machinery, tools or other physical equipment

3
 Reasons for doing Training Needs
Analysis
 4. A training needs analysis can tell you the level of KSA and performance of
employees before the training program. And after the training program, you
can use these values to compare performance (i.e. how much was there and
how much has improved) Therefore, training needs analysis can provide a
performance benchmark for outcome evaluation

 5. Using this, you can calculate how much cost the training program has saved
the company (After the training program, you can show this to your supervisor)
 Ex- If, as a result of training, there are 50 less defects/day in a factory. What is
the value of the training program? (Selling price/product = $75)
 Ans. 50 * Selling Price of the product = 50 * 75 = 3750 dollars

4
 Reasons for doing Training Needs
Analysis
• 6. Also, as a result of training needs analysis, only those who need training will
attend the training program. Compare this with a situation where training
needs analysis was not done, and the manager sends everyone to the training
program .These people will not take the training seriously, and distract the
people who actually need it

• 7. By doing a training needs analysis, you are ensuring that training is given on
the KSA’s which are actually lacking (and not irrelevant KSA’s). Happens a lot in
firms

• 8. Lastly, Training is a strategic tool. TNA finds out what KSA’s employees
currently have (or lacking), and training gives them these KSA’s. All of this has
the objective of achieving the firm’s long term plans (in a certain industry or
market etc.)

5
 Is Training Needs Analysis always required?
 Is Training Needs Analysis always
required?
• There are situations in which training needs analysis might not be required.

• For example, for a very important issue such as “sexual harassment training”,
you don’t need to do a training needs analysis because there is no doubt you
need it. Everyone should receive training on avoiding sexual harassment and be
aware of it, so there is no question of doing a needs analysis

• Secondly, for training related to general workplace skills such as improving

teamwork, improving communication skills etc. there is no need to do a needs
analysis because it is already clear that everyone would get benefit from it

• For all other types of training, doing a training needs analysis is useful and will
improve the quality and effectiveness of the training program

7
The TNA Model

Input Process Output

Organizational
Analysis
Objectives
Resources
Environment Training
Needs
TRIGGER
Operational Identify
Actual Organizational Analysis Performance
Performance Expected
Performance Discrepancy (PD)
(AOP) < Expected
Organizational (EP) PD = EP- AP
And Causes of PD
Performance (EOP)
Non
Person Analysis Training
Actual Needs
Performance
(AP)
Chapter 4 8
The TNA Model
• 1. The Trigger (Initial Stage)
• The training needs analysis (TNA) begins with a trigger, an event that
indicates that Actual Organizational Performance (AOP) < Expected
Organizational Performance (EOP)
• This is known as OPG ( organizational performance gap)

• Usually this trigger is reported by a high authority, or a top

management figure.

• 2. The Input Phase (First Stage)

• The next step in the TNA model is the input phase, which consists of
an organizational analysis, an operational analysis and a person
analysis
• 1. Organizational Analysis
• 2. Operational Analysis
• 3. Person Analysis

9
The TNA Model
• 2.a Organizational Analysis
• An organizational analysis is a scanning of the organizations

environment, such as it’s corporate culture, its mission and

vision and the training and other systems currently in place to
see how they are affecting employee performance
• Blockages or other resistances are then discovered

An organizational analysis should collect

data about:
 The mission and strategies of an organization
 The resources and allocation of the resources
 The factors in the internal environment that may be causing
the problem
 An organizational analysis also collects information about the
organizational overall environment.

10
• 2.b Operational/ job Analysis
• An operational analysis is an analysis of the
organization’s jobs, i.e. what are the
specific duties and responsibilities of the
jobs and what KSA’s are required to do
them. So, in other words, it is like a job
description. Remember that a job
description also gives the performance
standards of the job and the conditions in
which they are carried out
Operational/Job Analysis

Two approaches to Job Analysis:

 Worker-Oriented Approach
◦ Focuses on the KSAs that are required on the job
 Task-Oriented Approach
◦ Focuses on the work activities (tasks) required to
perform the job

Chapter 4 12
The TNA Model
• 2.c Person Analysis
• A person analysis gives information about employees, i.e. what
kind of person is required to do the job and what KSA’s and
other abilities they should have. So, in other words, it is like a
job specification

• Remember a job specification also gives performance

standards, but standards about the person. (for example, for a
call center employee, ability to maintain relationship with 50
customers/month)

• Expected Performance (EP) is the level of performance required in a

particular job.
• Actual Performance (AP) is the level of performance that actually
occurs in the job

13
 The TNA Model

• 3. The Process Phase ( Second stage)

In the process phase, the expected performance level is compared to the actual
performance level to see whether there is a performance gap.
• Performance Gap (PG) = Expected Performance (EP) – Actual Performance (AP)
As mentioned earlier, there can be a performance gap right now, or there
can be an anticipated performance gap, i.e. a performance gap in the
coming future.
These require different TNA approaches…..

14
 The Process Phase
In the process phase, the expected performance level is compared to the
actual performance level to see whether there is a performance gap.
• Performance Gap (PG) = Expected Performance (EP) – Actual

Performance (AP)

• This is different from the trigger phase, because in the trigger phase,
we identified performance gap in terms of output, i.e.

• Performance gap = Expected Output – Actual Output (for example, poor sales)

• In the process phase, we identify performance gap in terms of KSA’s,

i.e. what specific KSA’s are causing the poor output. So, in the process
phase,

• Performance Gap = Expected KSA’s - Actual KSA’s (for example, poor customer
service training)

Chapter 4 15
 The TNA Model
• 4. The Output Phase ( Third stage)
Here, the outcomes of the process phase are analyzed, i.e. how much
performance gap there is, what TNA approach is required, and whether the
solution is training or something other than training.
• Reactive TNA- Focuses on current performance problems, i.e. the

performance gap exists right now

• Proactive TNA- Focuses on performance problems that will happen in the

future, i.e. there will be a future performance gap (AOP will be < EOP)

Also, in the output phase, we have to decide whether a training or a non-

training solution is required. Because a performance gap can happen for a
number of reasons, (lack of KSA’s is only one of the reasons). So, if the
reason for the performance gap is non-KSA related, then training is not the
solution and some other method has to be applied

Training can only fix performance gaps which are KSA-related

16
 Approaches to TNA
Two Approaches to Analysis:
1. Proactive TNA

2. Reactive TNA

Chapter 4 17
 Proactive TNA is strategic and carefully planned without a
definite problem as the focus. It is used to deliver new
techniques or processes to employees, as well as strengthen
existing expectations (Think an example on your own)

 Reactive TNA happens when a specific problem is pinpointed.

"or instance, if a worker’s performance problem is evident,
reactive TNA is used to correct that specific issue. (Think an
example on your own)

 Proactive TNA happens when the weaknesses of a work force are

unknown and it helps indicate where help is needed. Reactive
TNA occurs when a problem is already obvious, creating the
need for specialized training to correct the specific problem.
Model of Process When Performance
Discrepancy Is Identified – (1 of 2)
Performance Discrepancy

YES

Is it worth fixing?

YES

Reward/
KSA Inadequate Obstacles in
Punishment
Deficiency Feedback the System
Incongruence

YES YES YES YES

Choose Provide Remove

Change Proper Obstacle
Appropriate System
Solution Feedback s

19
Model of Process When Performance
Discrepancy Is Identified – (2 of 2)

Performance discrepancy is worth fixing

AND is due to a KSA deficiency

Choose Change Provide Remove

Appropriate System Proper Obstacles
Solution Feedback

Job Aid (Instructions, guidance etc)

Training (new skills, KSA)

Practice (repetition)
Change Job Context- temporary (job rotation etc)

Transfer or Terminate- permanent

Chapter 4 20
Where to look for Performance
Discrepancies??
Organizati
onal Goals
 

Objective
Accident
s and
s Budget

Data
source
Absenteeis
m
s Labor
Inventor
y

Grievance Organization
al Climate
s Indices

Chapter 4 21
Organizational Analysis: What to Ask
and to Whom (1 of 4)
What to ask? To Whom?
Mission Goals and Objectives

• What are the goals and Top management

objectives of the organization Relevant department managers,

• How much money has been

allocated to any new initiatives

• Is there general understanding of

these objectives

Chapter 4 22
 Organizational Analysis: What to
Ask and to Who (2 of 4)

What to ask To whom?

Social Influences

• What is the general feeling in Relevant department

the organization regarding
meeting goals and objectives managers
• What is the social pressure in
your department regarding
these goals and objectives
productivity
Organizational Analysis: What to Ask
and to Whom (3 of 4)
Reward Systems To whom

• What are the rewards and how Top management

are they distributed?
Relevant department managers,
• Are there incentives, are they
tied to the goals and objectives? supervisors and incumbents

• What specifically do high

performers get as rewards?

Chapter 4 24
 Organizational Analysis: What to Ask
and to Whom (3 of 4)
Job Design To whom
• How are the jobs organized? Relevant supervisors and
incumbents
• Where does their work/material/
perhaps relevant department
information come from, where does it managers
go when done?

• Does the design of the job inhibit

workers from being high performers?

Methods and Practices To Whom

• What are the policies/ Relevant department managers

procedures/rules in the organization. supervisors and incumbents
Which if any disrupts performance
Organizational Analysis: What to Ask
and to Who (4 out of 4)

Job Performance To whom

• How do employees know what Relevant supervisors and incumbents

level of performance is
acceptable?

• How do they find out if their level

of performance is acceptable?

• Is there a formal feedback

process?

• Are there opportunities for help if

required?

Chapter 4 26
Operational Analysis : Job Analysis (In
Detail)
An operational analysis should collect
data to:

 Determine what KSAs are in order to meet the expected

performance of the job

 Determine the characteristics of the task environment

(workflow, equipment, ergonomic concerns, etc…)

the study of people's

efficiency in their
working
environment.

Chapter 4 27
Job Analysis: Data Sources

 Job
Descriptions

Question Data Job

Specification
s sources s

Performance

Standards

28
Personal Analysis (In detail)

Person Analysis

◦ Examine employees to see whether they possess

the required KSAs necessary to do the job.

Chapter 4 29
 Person Analysis
Person Analysis
◦ Examining specific, individual employees to see whether they
possess the required KSAs necessary to do the job.

Example:-
A sweater factory has an expected performance level of 15
rejects/month. Results show that the actual performance level
is 25 rejects/month. Thus, there is a performance gap. This
triggers a TNA. The operational analysis then identifies the
KSA’s required to manufacture the sweaters properly (for
example, good hand-eye coordination, ability to stay still, etc. )
The person analysis then determines which individual
employees don’t have these required KSA’s. These people will
be sent to training

Chapter 4 30
Person Analysis: Data Sources
Performa
nce Data
or
Appraisal
s

Observati
Tests Data on – Work
Sampling
sources for
person
analysis

Questio Interview
nnaires s

31
 Needs Analysis
Non-Training Needs when there is no KSA deficiency

◦ Reward/Punishment that is contrasting ( page 134 4 th edition)

◦ Inadequate or inappropriate feedback ( page 135 4 th edition)
◦ Obstacles in the system.(page 135 4th edition)

4-2
 Can working at the expected level be punishing? Should it be
considered as punishment?
Non training needs that have a KSA
deficiency
 Even when it is a KSA deficiency , there are
solutions other than training

 Job Aid
 Practice
 Changing the Job itself

 Page 135-136 (4th edition)