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Training needs analysis

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Within our food retail business we use performance management as to gauge training requirements however this tends to become a wish list of training courses.
I need to develop /use a robust TNA system which would ensure that we offer relevant training within the business.

I would appreciate any suggestions

alan bellshaw
alan bellshaw

6 Responses

  1. Needs Analysis
    The answer is – as is often the case in T&D – it depends. The best needs analyses are those tailored to the situation but here are some general thoughts in case they are helpful.
    Firstly, I’d keep the performance management process and try and educate managers and staff over time to get it better. However, my experience is that personal development plans are useful only as general indicators (eg if everyone request customer care training then that probably indicates a need). In any one individual case it is not reliable.
    I would consider adding two further processes.
    1. I would start with business goals and business results and target any deficiencies. I would also identify which business activities could be most effectively levered to improve results (eg improved product knowledge or more CPD for buyers?).
    2. I would do some targeted quick but intensive needs analysis using interviews, questionnaires or focus groups to get under the skin of the primary topics raised in the performance management process. Requests for stress training by managers may turn out to really be a need for time management training, for example.
    But, in the longer term, getting the line managers to be smarter about the whole process may be the best investment of all.
    Good luck!
    Graham

  2. Training needs analysis
    Hi Alan,

    First and foremost, I would suggest that you do a search at TrainingZone, for TNA. You will find many articles, which may answer your question.

    As for a robust TNA, there are certain criteria that should be followed for best results. Within the TNA, at stage one of the ISD model, analysis of job functions and appropriate skills, knowledge, and attitudes, should be identified. The resulting information should be cross referred with current SKA. The outcome will identify any skills gaps. For a breakdown of the training life cycle, please click here: https://www.trainingzone.co.uk/cgi-bin/item.cgi?id=125865&d=728&h=608&f=626&dateformat=%25e-%25h-%25y

    It is necessary to obtain information regarding the Who (needs to be trained)? What (is the training requirement)? When (will the training take place)? Why (is the training necessary)? How (will the training be delivered)?

    Rather than going into great detail on the TNA process, I would need to know what experience you have in conducting this activity. If you would like to drop me a mail, I could perhaps be of more assistance.

    Regards,

    Clive

  3. TNA Toolkit
    I don’t know if you’re aware but there is a Training needs analysis toolkit in the library section of Training zone.

    Hope this helps.

  4. personalised online TNA system
    Allan – there is a very user friendly on-line system which can be tailored to your organisation requireements. it is a paperless system and removes hours of time and associated costs from the excercise. a report is produced to give exactly what you need 90, 180 or 360 degree audits can be performed quickly
    contact [email protected]

  5. PNA before a TNA
    The problem with going straigh for a TNA is that there is an underlying assumption that Training is definitely the answer to a person or groups performance shortfall. I suggest that you do a Performance Analysis and consult with managers to help them put a value of the performance shortfall. Once you have an idea of the areas of shortfall exist you can then do a very targeted TNA to discover what the specific training need is and which training will give the biggest payback. Let me know if you need to discuss this option further.

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