Download - Output of Training Needs tAnalysis (1)
OUTPUT OF TRAINING NEEDS ANALYSISPRESENTED BY
ANJONA BISWASRUCHI RAJPUTAARTI PURIANKITA RAWATSHILPIKA
Output of TNA
What will be the output of TNA and how?
Performance gap
Non- training Needs
Organization
Analysis
Operation
Analysis
Person Analysis
Identify Performa
nce discrepan
cy &Its causes
Training Needs
Non-Training Needs
It includes :- No KSA deficiency KSA deficiency (for which training is not the best
solution)
Output of TNA
Non-Training Needs that have no KSA deficiency
Output of TNA
Performance gap
Reward/Punishm
ent incongru
ence
Inadequate
Feedback
Obstacles in the
System
Reward/Punishment incongruences
Can working at the expected level of performance be punishing?
Yes
Output of TNA
Inadequate Feedback
Another non-training need comes from employees not receiving appropriate feedback.
Output of TNA
Inappropriate feedback
confusion
Obstacle in the system
Receiving material too late Using worn-out machinery Constant interruption
Output of TNA
Non-training needs that have a KSA deficiency
Job aids Practice Changing the job itself
Output of TNA
Job-aids
It is a set of instructions, diagram or other form of providing information that is available at the job site.
The main purpose is to provide guidance to the workers
Output of TNA
Practice
The task which are important but performed infrequently, employees can easily become less proficient for them.
Its aim is to prevent performance gap.
Output of TNA
Changing the job itself
For doing a particular job person need certain KSA that are difficult to impart through training
For eg. Sales people in automobile dealerships
Output of TNA
Training needs
Training needs are dealt with by designing appropriate training programs.
For those performance gaps that result from the employee’s lack of KSAs and for which training is the solution.
List and describe the KSAs clearly and unambiguously
We use these KSAs to develop training objectives
Output of TNA
Types of Training Objectives
Trainee reaction objectives:
Describes the desired attitudinal and subjective evaluations of training by the trainee.
Learning objectives:
Describes the type of behavior that will demonstrate the learning, the conditions under which the behavior must occur, and the criteria that will signify that a sufficient level of learning has occurred.
Output of TNA
Transfer of training objectives:
Describes the job behaviors that will be affected by training, the conditions under which those behaviors must occur, and the criteria that will signify that a sufficient transfer of learning from training to the job has occurred.
Organizational outcome objectives:
Describes the organizational outcomes that will be affected by the transfer of learning to the job and the criteria that will signify that organizational outcome objectives were achieved.
Output of TNA
ICT industry in Sri Lanka
Technical and Non-Technical Prioritized Competencies Gaps Identified : Technical competencies:
1. Software Design and Engineering.
2. IT security
3. Databases
4. Operations
5. Hardware
Output of TNA
Non-technical competencies:
1. Analytical and problem solving skills
2. Diversity management
3. Creativity, innovation and entrepreneurship
4. Multi-tasking and time management
5. Business etiquette, high sense of business ethics and high professional standards
6. Strategic Management and business focus
Output of TNA
Focus on Small Business
A research indicates that small firms with higher amounts of training consistently demonstrate more innovativeness than those with lower levels of training.
Proactive approach to training seems to be more important for the small business.
Furthermore, it’s easier to integrate a proactive approach because fewer employees are involved.
Output of TNA
The top mgmt. of a small business is usually the owner, who is solely responsible for any training.
This person likely does not have any HR background and might not understand how a proactive approach to training can be advantageous.
Small business owner needs to realize that sound training practices tied to the strategic plan will pay off in the long run.( example of Metro Tool)
Output of TNA
Other evidence indicates that small manufacturing businesses are undertaking TNA.
David Alcock, who works for Canadian Plastics Training Centre (CPTC) said that the reason for undertaking TNA is to become ISO certified.
For small businesses TNA often seems a waste of time.
Output of TNA
Tips for HR Manager to consider when faced with conducting a TNA
Be clear on what is to be done Examine existing available data Develop some ideas related to the issue and test
them in the data gathering. Collapse the steps Use technology
Output of TNA