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

Output of TNA

It includes:-Non-training needs Training needs

Output of Training Needs Analysis

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

Output of TNA