TNA, unit 5

Have you ever been forced to take time away from your job
to complete training that was boring, uninteresting or, worst
of all, irrelevant? If the answer is yes, you’re not alone.
The problem is that managers often think, “I have a
performance problem, so I need to train my team.”
Training Is Not Always the Answer: So
Do a TNA First: A caselet
• Few years back, a Fortune 500 durable goods manufacturer decided
to increase its design engineer complement by about 40 employees.
They wanted to get these new hires up to speed as quickly as possible,
so they called Bill Stetar, president of Performance Technology Group,
to assist in the development of an appropriate training package. O n
arrival at the company, Bill learned that the company had already
decided that the training should consist of a series of lectures and
seminars and other formal learning processes. However, Bill suggested
that before deciding to use a particular type of training, it would be
useful to do a TNA. The company was initially reluctant to do a TNA
because they wanted to get the training set up as quickly as possible.
However, Bill was able to convince them that it would be a useful step.
• The TNA indicated that much of the required learning could be
completed without any formal classroom training. Instead, job
aids (task-specific job instructions) and supplementary self-help
information was put online for access by the new hires at their
convenience.
• Much of it was related to
• • what the person needed to do,
• • how to do it (self-help instructions were provided), and
• • where to go for help if you needed it.
• T he results were that new hires got up to speed faster, made fewer
mistakes than in prior years, and did not have to spend any time in the
classroom. How much did the company save?
• Well first of all, they saved approximately 50 percent of what they had
originally budgeted for the training.
• But there was more. Learning of the material was faster.
• Management expected it to take about 90 days for a new
engineer to be up to speed; it only took on average about 45
days. Without the TNA, traditional training clearly would have been
less efficient. So, as Bill would say: “Training is not always the
answer, do a TNA first.”
TNA: Introduction
• Needs assessment refers to the process used to determine whether training
is necessary.
• training needs analysis (TNA) is a systematic method for determining what
caused performance to be less than expected or required.
• the “trigger” for doing a needs analysis occurs when actual organizational
performance (AOP) is less than expected organizational performance
(EOP). We refer to this difference as the organizational performance gap
(OPG) .
• TNA is important because it helps determine whether training can correct the
performance problem
• Needs assessment typically involves organizational analysis, person
analysis, and task(operational) analysis.
• In some cases, the TNA indicates that employees lack the
necessary knowledge, skills, and attitudes (KSAs) to do the job
and they require training.
• In other cases, employees have the KSAs to do the job, but
there are roadblocks that prevent effective performance. These
barriers need to be identified and removed.
• As a training professional, you need to use the TNA to ensure
that you provide the right training to the right people.
When to conduct a TNA?
• There are times when a TNA might not be necessary.
Example 1:
• If the organization is trying to communicate a new vision or address legal
concerns, it might be advisable to train all employees. Suppose the
company has concerns regarding sexual harassment. Everyone should be
aware of how seriously top management considers breaches of their
“sexual harassment” policy. Here, company-wide training on the issue
might be necessary. Sending everyone to a workshop on sexual
harassment ensures that management’s expectations regarding this issue
are clear. It also demonstrates an employer’s position on sexual
harassment to the courts, should an employee consider a sexual
harassment lawsuit.
Example 2
• Another situation in which a TNA might not be necessary is if a
team requires team-building skills. If a new team is formed. In
this instance, the goal of training is to build the dynamics of the
team so that the members work together cohesively and
effectively, and also to provide the relevant KSAs. In this case,
everyone on the team should be part of the training, even
though they already might possess many team KSAs.
Example 3
• For most types of training, however, a needs analysis is
beneficial and will increase the relevance and effectiveness of
training. For example, team building for teams that have been
working together for a while would benefit from a TNA. In this
case, the need analysis focus is on the team itself, not the
individuals in the team. Only teams that demonstrate problems
in effectiveness or cohesion would go through a TNA to
determine if training is necessary. Teams already functioning
effectively would not need to attend, so the overall cost of
training is reduced.
Benefits of TNA
• TNA will provide a benchmark of the performance levels and KSAs
trainees possess prior to training. These benchmarks will let you
compare performance before and after training. This will allow you to
demonstrate the cost savings or value added.
• A good TNA ensures that only those who need the training attend and
provides the data to show trainees why the training will be useful to
them. Consider the employees who do not need the training but are
sent by their supervisor anyway. Are they going to take the training
seriously? Probably not. In fact, their lack of interest might be
distracting to those who need and want the training. Worse, they
might cause other trainees not to take the training seriously.
Objectives of TNA
• To ensure that the product/service requirement of customer have
been met with the help of skilled employees
• To help the organization to set appropriate goals and achieve them
• To create a appropriate performance benchmark which can be
used to judge the employee productivity
• To enable employees to evaluate their current skill sets and
continuously upgrade their knowledge to improve their
performance levels
• To highlight the work quality issues in the organization and identify
focus area which need improvement.
• Using a TNA also ensures that your training focuses on KSAs
the trainees really need.
• The needs analysis allows the trainer to begin by explaining
how the training will be useful.
• If trainees see the training as relevant, they are more likely to
be interested in attending and maintain interest during the
training.
 Why TNA?
If TNA it is not properly conducted, any one or more of the following
situations could occur:
• • Training may be incorrectly used as a solution to a performance problem
(when the solution should deal with employee motivation, job design, or a
better communication of performance expectations).
• • Training programs may have the wrong content, objectives, or methods.
• • Trainees may be sent to training programs for which they do not have
the basic skills, prerequisite skills, or confidence needed to learn.
• • Training will not deliver the expected learning, behavior change, or
financial results that the company expects.
• • Money will be spent on training programs that are unnecessary because
they are unrelated to the company’s business strategy.
Reasons for TNA
• You want to focus on your training programme to ensure that
you meet your company goals for a set time period.
• Ensure you are running training which has a direct, positive
result on your business.
• Make sure you are not wasting time on training which won’t be
useful in the long run.
• Help you determine the people within your business who need
to complete training, and what training they need to complete.
Training Need analysis process
 Methods/ techniques used in Need
assessment for collecting information
• Observing employees performing the job,
• using online technology,
• reading technical manuals and other documentation,
• interviewing SMEs, conducting focus groups with SMEs(subject
matter experts), and
• asking SMEs to complete surveys designed to identify the tasks
and knowledge, skills, abilities, and other characteristics required
for a job.
• Direct observation- In different working situations the training managers
observe the working style of the employees. With the help of this
observation the managers get information about the performance gaps. The
observation includes watching over the technical methodology followed to
perform the job, the functional aspects of the job and behavioral aspects of
the employee. It is provides both qualitative and quantitative feedback
about the current performance of the employee. 
• Interviews- It is a face to face conversation about the way employee
performs the job. It is an effective way to collect information about output
gaps by talking with each employee or a team. It can be a formal or
informal setting of the interview. The interview can be conducted in person
or through virtual means.
• Focus groups- It is a brainstorming process to understand the skill gaps
among the employee. The employees working in the organization are
encouraged to talk and discuss about the ways to improve the work
performance. This conversation is closely observed by analyzed by the
training manager to understand the training requirement in the organization.
• Assessments/surveys- Surveys are effective and simple way to
identify the performance deficiencies in particular department. A well
designed questionnaire is circulated among employees to understand
the training needs of the employees. The questionnaire can consist of
combination of open-ended and closed ended question along with
some ranking and projective questions. To improve the credibility of the
survey the employees are allowed to submit the answers anonymously.
• Customer Feedback- In most of the service industry the performance
deficiencies are identified using customer feedback. The direct
feedback from the customer indicates the specific work area which
needs improvement.
• Others: There are few other methods of training need analysis such as
consolation with the persons working in key position in the
organization, by reviewing relevant literature of the work area, with the
use of reports, records and work samples.
Advantages &Disadvantages of Need
assessment techniques
Process of TNA
Components of TNA/ levels
• McGhee and Thayer’s Three Level Analysis is popularly used in
the organization to understand the big picture of learning and
development.
• This model of training needs analysis three components at
different levels which need analysis to identify the training
needs in the organization.
 Levels of TNA

• 1 An organizational analysis considers the context in which training will occur. That is,
organizational analysis involves determining the appropriateness of training, given the
company’s business strategy, its resources available for training, and support by managers
and peers for training activities. The organizational analysis is an examination of an
organization’s strategy, its goals and objectives, and the systems and practices in
place to determine how they affect employee performance.
• Task analysis identifies the important tasks and knowledge, skills, and behaviors that need to
be emphasized in training for employees to complete their tasks. An operational analysis
is the examination of specific jobs to determine the requirements, in terms of the tasks
required to be carried out and the KSAs required to get the job done. It is analogous to
a job analysis, or a task analysis, as it is sometimes called.
• Person analysis helps identify who needs training. Person analysis involves (1) determining
whether performance deficiencies result from a lack of knowledge, skill, or ability (a training
issue) or from a motivational or work-design problem; (2) identifying who needs training;
and (3) determining employee readiness for training. A person analysis is the
examination of the employees in the jobs to determine whether they have the required
KSAs to perform at the expected level.
Key concerns of various people in TNA
1. Training Needs Analysis at the Organizational Level

• Training needs analysis at the organizational level will help

identify training programs that would help achieve the strategic
business objectives of the organization.
Organizational analysis involves identifying :
• whether training supports the company’s strategic direction;
• whether managers, peers, and employees support training
activity; and
• what training resources are available.
IBM example
• For example, to stay competitive, IBM has to stay up-to-date on the
newest technology and business trends. IBM has to constantly
reinvent itself to ensure that it can meet the needs of its customers.
This means that employees also have to continue to develop new
knowledge and skills. From a learning perspective, IBM has to ensure
that the learning content it offers, including both face-to-face and
online courses, provide employees with the latest knowledge and
skills. To accomplish this, IBM keeps track both of how often
employees use the learning content it offers as well as of the
usefulness of employees’ evaluations. At the end of 2013 IBM
eliminated 39 percent of the learning content that few employees
found useful or used. This included 7,600 courses!
Examples: Data Sources used to
Conduct TNA at the Organizational Level
• “If you don’t know where you are going, any road will get you
there” doesn’t always hold true.
• Without knowing the goals of the organization, it is well-highly
impossible to determine if training is actually necessary.
• If you go ahead and develop training programs without
considering the organizational goals, chances are your training
program is doomed to fail.
• TNA at the organizational level is a macro level analysis that helps identify
areas where the employees of the organization lack necessary knowledge
or skills and provides need-based training. It helps answer the following
questions:

• Where is training most needed? (Is it for a specific department or a group of

employees?)
• Why is the training program recommended as a solution to a business
problem?
• TNA at the organizational level can clearly define measurable outcomes for
a training and thus improve the chances of success of the training program.
Example of TNA at the Organizational
Level
• Here’s an example. An insurance company’s Claims Processing
department continually receives poor feedback from customers,
and the company obviously wants to improve its customer
service rankings.
• An organizational level analysis reveals an issue in claims
processing and identifies the need for training agents involved
in claims processing. TNA can also explain why the training
program is recommended as a solution and how it can
contribute to the company’s goal of improving customer service.
2. Training Needs Analysis at the
Operational Level (task analysis)
• At the operational level (task/job level), training needs analysis
determines what kind of training needs to be given to
employees to achieve a specified level of proficiency. This
analysis can help identify the knowledge and skills required to
perform specific jobs at the workplace.
• Task analysis results in a description of work activities, including
tasks performed by the employee and the knowledge, skills,
and abilities required to complete the tasks. A job is a specific
position requiring the completion of certain tasks.
Data Sources used to Conduct TNA at
the Operational/Task Level: Examples
• Task analysis assesses the knowledge and skills required for specific job tasks
and correlates these requirements to the workforce’s actual knowledge and skills.
The training needs can be identified from the gaps revealed in this analysis.

TNA at the operational level answers the following questions:

• How is a job performed?

• What are the expected performance standards for the job?
• How should the work/task be done in order to meet the performance standards?
• What are the knowledge, skills, and abilities required to complete the job
successfully?
Example of TNA at the Operational Level

• Let’s continue with the same example of the insurance

company. Operational or task analysis identifies what should be
done to increase the number of claims processed error free. It
also lists the knowledge and skills required to successfully
process a claim, in accordance with defined performance
standards.
• Task analysis should be undertaken only after the
organizational analysis has determined that the company wants
to devote time and money for training. Why?
• Task analysis is a time-consuming, tedious process that
involves a large time commitment to gather and summarize
data from many different persons in the company, including
managers, job incumbents, and trainers.
3. Training Needs Analysis at the
Individual Level (person analysis)
• At the individual or personal level, TNA checks how each employee performs
in his/her job role. The difference between the expected performance and
the actual performance helps you arrive at the training need.
• Is there really a need for TNA at the individual level? Won’t employees
identify their training needs themselves? After all, they’re the ones executing
the tasks and they should know where they need to improve. But
unfortunately, this doesn’t happen.
• According to the Dunning-Kruger effect, most incompetent people do not
realize they are incompetent. On the contrary, people not very good at their
jobs are extremely confident of their abilities, even more than people who do
their jobs well. So, a TNA at the individual level becomes absolutely
necessary.
 Person analysis: gap analysis & readiness for training

• Person analysis helps identify employees who need training; lack of training or poor
training is one possible explanation. This is often referred to as a gap analysis.
• A gap analysis includes determining what is responsible for the difference
between employees' current and expected performance.
• The need for training may result from the pressure points like , performance
problems, changes in the job, or use of new technology.
• Person analysis also helps determining employees’ readiness for training.
• Readiness for training refers to whether (1) employees have the personal
characteristics (ability, attitudes, beliefs, and motivation) necessary to learn
program content and apply it on the job, and (2) the work environment will facilitate
learning and not interfere with performance.
• This process includes evaluating person characteristics, input, output,
consequences, and feedback.
Data Sources used to Conduct TNA at the Individual Level:
examples
• Training needs analysis at the individual level gives you a complete
picture of employee performance and whether their performance meets
expected standards, and can help you answer the following questions:

• What is the desired performance?

• Does the employee have the necessary skills and knowledge?
• What is the gap between the desired and actual performance?
• What are the obstacles to efficient performance?
• What training must be provided to the employee to meet desired
performance standards?
Example of TNA at the Individual Level

• Going back to the same example, here’s what training needs

analysis at the individual or personal level can do. It can identify
the knowledge, skills, and abilities (KSAs) that each employee
is required to focus on – For example, one employee might
need to focus on improving claim analysis skills whereas
another might need help in interpreting policies and claim
calculations.
• These three interlinked TNA levels can help you take the step
toward designing effective training solutions. Also, conducting
this analysis at different levels helps you plan for the design and
development of training programs throughout the year. What’s
more, you can be assured that these training programs will be
designed to meet organizational, team, and individual goals.
 Gist of three levels (important)
1.Organization analysis:
• Analyses whether the goals, objectives are relevant in present context
• Inorder to achieve those goals, what key competenciwes should its workforce possess.
• In Order to develop those competencies what training programmes should be offered.
2.Task analysis: study all the job of that dept. find out the tasks to be done and standard
KSA required to complete the tasks effectively.
3. Person analysis: Though the appraisal report find out what the current KSA’s which the
employees of that specific dept possess(dept from where performance gap is triggered).

Compare it with step 2. if there are deficiencies in KSA, then look for gap analyses.
Determine, whether training is the solution. If not, find out other reasons and bridge the
gaps.
This is explained in next section.
Process when a
performance gap is
identified
NONTRAINING NEEDS THAT HAVE NO
KSA GAP
• These Performance Gaps are not a result of a lack of KSAs, but
a result of the following:
• • Performance consequence incongruence
• • Inadequate or inappropriate feedback
• • Barriers to performance in the system
No amount of KSA development will improve performance in
situations where these PGs exist. The causes of these PGs will
be uncovered in the organizational and operational analysis.
 1.Performance Consequence Incongruence
• Can working at the expected level of performance be punishing? The answer is
yes, it can. Consider Nancy, the employee who always has her work done on time
and done well. The other three employees in the department often complete
assignments late, and their work tends to be done sloppily. Now the supervisor
has a very difficult assignment that must be done in record time. Whoever gets the
job will need to work late for the next few weeks. Who is assigned to the job?
Nancy, of course. Nancy’s reward for being a good performer is to get the difficult
assignments that require staying late to complete. Soon Nancy catches on and
begins acting more like the rest of the employees in her department. When Nancy
is not working at the expected level, providing her with training will not help. Her
lower performance is not a KSA problem. So, although training for Nancy will
not help, training her supervisor how to motivate all department employees
might be useful. It would also be useful to have systems in place to motivate the
supervisor to reward employees appropriately.
2.Inadequate or Inappropriate Feedback
• Another non-training need comes from employees not receiving
appropriate feedback. Numerous examples tell of employees
who believe they are good performers, but their supervisors
believe otherwise. Supervisors generally dislike providing
negative feedback.
• In fact, some suggest that it is the most disliked of all
managerial activities. So they simply do not say anything to
the employees. Once again, the problem is not a training
issue for the subordinate, but it could be for the supervisor.
 3.Barriers to Performance
• Conditions in the workplace that obstruct the desired performance level
are a third reason for deficiencies in performance. Receiving material too
late, using worn-out machinery, and being constantly interrupted are but a
few of the possibilities that could hinder performance. Once identified,
these roadblocks need to be removed, a complex task that, in some
cases, might require high-level support. Suppose a supervisor has too
many reports to file each week and this responsibility takes away from the
time needed to help subordinates; however, middle management needs
these reports. The only way to reduce the amount of paperwork is to
request that middle management reduce the number of reports they
receive or find another way to generate them. This problem is not an easy
one to solve, but as you can see, providing the supervisor with training
related to helping subordinates will not solve the problem.
Advantages of TNA
• It determines the population which needs the training most in
order to perform well in the organization.
• It determines what kind of training is required in terms of skills,
knowledge, abilities, competency and behavior of the employee.
• It helps the management to direct resources to regions of
greatest priority of training.
• It helps employee and organization to  improve work productivity
• It helps the company to improve their quality of services and thus
helps in customer retention.
Disadvantages of TNA
• Training need analysis can be a time consuming process as it includes a
lot of assessments and surveys.
• Training need analysis can be a costly affair for the company as often
tired party is hired to conduct the training need analysis
• The low response rate of the employees to the internal surveys can
have negative impact on effectiveness of the training need analysis
• Many times when the long process of training needs analysis is
completed the management is no longer looking to fulfill the same
business goals.
• Employees often hesitate to provide the honest response on self
assessment which can affect the result of training needs analysis.
Flow chart of TNA