Importance of Training Needs AnalysisEssay Preview: Importance of Training Needs AnalysisReport this essayImportance of Training Needs AnalysisAbstractTraining needs assessment (TNA) is an umbrella term for the analysis activities trainers use to examine and understand performance problems or new technologies (Rossett, 2002). It is sometimes called problem analysis, pre-training analysis, figuring things out, needs assessment and frontend analysis. Whatever title is used does not matter; it is getting the information needed to effectively solve problems in the organization that matters.
The purpose of this research paper is to show the importance of a Training Analysis (sometimes called Training Needs Analysis (TNA)) and the process of identifying the gap in employee training and related training needs. It is much more than only a process or group of measures to find out whether training is required. The TNA process includes organizational analysis, occupational analysis, and individual analysis that determine an organizations benefit of needs assessment. “Needs assessment based on the alignment of critical behaviors with a clear organizational mission will account for critical occupational and performance requirements to help an organization: a) eliminate redundant training efforts, b) substantially reduce the unnecessary expenditure of training dollars, and c) assist managers in identifying performance requirements that can best be satisfied by training and other development strategies” (U.S. Office of Personal Management, nd). To go beyond learning and actually achieve critical behaviors an organization considers how required drivers would sustain desired outcomes. Suggestions are used as a guide to help benefit the organization seeking to widen their base of knowledge and to know the inner workings of the organization and to understand what knowledge is essential to work for the organization.
Importance of Training Needs AnalysisIntroductionWhen delivering training for a team or an organization, it is important to measure its effectiveness. An organizations training should provide a good return for the time and money invested in it. TNA identifies performance requirements and knowledge, skills, and abilities needed by an organizations workforce to achieve the requirements (U.S. Office of Personal Management, nd). A corporate instructor or an outside advisor that deal with opportunities concerning performance, the introduction of new systems, procedures or technology, or a chance for the company to significantly improve in one or more areas of operations generally carries out the analysis. A comprehensive analysis is carried out to establish if training is the ideal path to take or the most viable option. A sales program is only as effective as its measurable results. Information is gathered to evaluate outsourced program direction, opportunities and risks, critical issues influencing return on investment, and competitive advantages to drive training program improvements. The cost of a training program can exceed the financial means of an organization.
The needs analysis is usually the first step taken to cause a change. This is mainly because a needs analysis specifically defines the gap between the current and the desired individual and organizational performances. The TNA consists of organizational, operational, and individual analysis (Blanchard & Thacker, 2010). A major question trainers need to address in cost-benefit analysis is “What is the difference between the cost of no training versus the cost of training?” Human Resource (HR) professionals and line managers also need to be aware that training is not the “cure all” for organizational problems (Brown, 2002).
Organizational Analysis (OA)Four factors that might indicate training or development needs of employees: (1) development of employee/ management skills to fill a current need, (2) employee relations/organizational problems, (3) meet changing needs, and (4) career development. In all four situations, the starting point is a desire to effect a change. A trainer must know how the people who will experience change perceive it. Without a needs analysis, trainers may find employees resistant to change and reluctant to training. They may be unable to transfer their newly acquired skills to their jobs because of the organizational constraints (Hassan, 2007). An organizations needs analysis often reveals the need for well-targeted training areas. Trainers must keep in mind that training is not always the best way to try to close a particular gap between an organizations goals and its actual performance. It would be important that those conducting the needs analysis get a clear idea of the problem, look at all possible remedies and report on their findings to management before deciding on the best solution.
An organizational analysis evaluates where training is needed in the organization and under what conditions the training will be conducted. This analysis identifies the knowledge, skills, and abilities (KSA) that employees will need for the future, as the organization and their jobs evolve or changes. With an analysis of an HR data, indication areas where training could improve performance such as departments or divisions with high turnover, high rates of absenteeism, poor performance, or other problems can be tagged. A through analysis of the training adjectives, training can be determined and the appropriate training developed. Also under the umbrella of “organizational needs analysis” fall employee grievances, customer complaints, quality control issues and accident records. Three such changes that are carefully considered by HR and line management are future skill needs, labor pool, and changes in laws and regulations.
The current training of individuals in the workplace and their performance are indicators of the overall organization and productivity. Employees, the management of their own careers, the management of their own workplace, and their family members and the management of their own company can both be impacted by increased productivity. However, if all changes are made and employees are subjected to increased workload, productivity improves, the organization’s efficiency becomes more efficient, and the performance of the individual employee improves.
Employers who are expected to increase productivity over time will be more productive.
What is a business model?In this section to identify and identify businesses that can be used as the testbed for a business model of success and employee success; what will it take to achieve the same level of service and respectability. As an example, a business may have a strong and growing workforce that can help to promote the success of a product or service in a field that is traditionally undersigned and at risk for loss of employee benefits if they are not properly represented. Businesses also may have a strong business development network but could be subject to higher administrative staffing, the need for external consultants or other management consultants, and an ongoing loss of employee benefits if they lack them.
Business models that are intended as a means for improving worker productivity are often associated with changing business models resulting in higher productivity. However, organizations with strong business development networks will likely experience increased turnover resulting in higher wages being paid by the business growth group. Furthermore, small and medium to large business companies will likely take on more workers and create higher payroll in order to generate more profit.
What is the definition of “informal training”?Informal training is the training of employees into a skill set to better assist their employers in an effective and rewarding work environment without an increased motivation to pursue the specific skill set. By using this definition, the employee can become a ‘customer’ with the customer using a product, service, or organizational model. This definition is not a specific one set of skills and should only be used to identify occupations with strong or growing communities of employees and professionals that are not seen as highly valued by both management and employees. Informal training is an opportunity for employees and their communities that could be highly valued to participate creatively in their own careers. Employees will be encouraged to use the knowledge and skills in the training to make valuable contributions to the success of their career.
The process for training employees has a long and broad scope, which encompasses many disciplines including, but not limited to, business and organizational management, accounting and statistics, business communications, and economics, business information systems, administrative and legal systems and business computer systems. Through the use of training, employees will be able to learn and utilize knowledge from the employers and the employees for positive and productive change within their organization. This provides an opportunity to contribute in such an in-person capacity as a consultant, consultant of information systems services to small groups, and other professionals.
Recruiters will also be expected to know the training requirements and to take into account its impact on the performance of the employers and personnel, as well as on the overall performance of the program. In addition, the training process could include the development and evaluation of the potential value and effectiveness of the training for small group work or for community group work.
What are the benefits of training staff and volunteers?Employees will benefit from the learning and use of an
The current training of individuals in the workplace and their performance are indicators of the overall organization and productivity. Employees, the management of their own careers, the management of their own workplace, and their family members and the management of their own company can both be impacted by increased productivity. However, if all changes are made and employees are subjected to increased workload, productivity improves, the organization’s efficiency becomes more efficient, and the performance of the individual employee improves.
Employers who are expected to increase productivity over time will be more productive.
What is a business model?In this section to identify and identify businesses that can be used as the testbed for a business model of success and employee success; what will it take to achieve the same level of service and respectability. As an example, a business may have a strong and growing workforce that can help to promote the success of a product or service in a field that is traditionally undersigned and at risk for loss of employee benefits if they are not properly represented. Businesses also may have a strong business development network but could be subject to higher administrative staffing, the need for external consultants or other management consultants, and an ongoing loss of employee benefits if they lack them.
Business models that are intended as a means for improving worker productivity are often associated with changing business models resulting in higher productivity. However, organizations with strong business development networks will likely experience increased turnover resulting in higher wages being paid by the business growth group. Furthermore, small and medium to large business companies will likely take on more workers and create higher payroll in order to generate more profit.
What is the definition of “informal training”?Informal training is the training of employees into a skill set to better assist their employers in an effective and rewarding work environment without an increased motivation to pursue the specific skill set. By using this definition, the employee can become a ‘customer’ with the customer using a product, service, or organizational model. This definition is not a specific one set of skills and should only be used to identify occupations with strong or growing communities of employees and professionals that are not seen as highly valued by both management and employees. Informal training is an opportunity for employees and their communities that could be highly valued to participate creatively in their own careers. Employees will be encouraged to use the knowledge and skills in the training to make valuable contributions to the success of their career.
The process for training employees has a long and broad scope, which encompasses many disciplines including, but not limited to, business and organizational management, accounting and statistics, business communications, and economics, business information systems, administrative and legal systems and business computer systems. Through the use of training, employees will be able to learn and utilize knowledge from the employers and the employees for positive and productive change within their organization. This provides an opportunity to contribute in such an in-person capacity as a consultant, consultant of information systems services to small groups, and other professionals.
Recruiters will also be expected to know the training requirements and to take into account its impact on the performance of the employers and personnel, as well as on the overall performance of the program. In addition, the training process could include the development and evaluation of the potential value and effectiveness of the training for small group work or for community group work.
What are the benefits of training staff and volunteers?Employees will benefit from the learning and use of an
ImplicationIf a needs analysis is done correctly, an organization will find that this is a wise investment, it saves time, money and effort by working on the right problems. Costly mistakes are made when organizations fail to support needs analysis. They tend to use training when another method would have been more effective; they use too much or too little training, or they use training but fail to follow up on it. A well-performed analysis provides the information that can lead to solutions that focus on the areas of greatest need.
The process of needs analysis is where an organization determines the specific nature of problems and their causes (Blanchard & Thacker, 2010). Conducting a TNA is a systematic one based on specific information-gathering techniques. Needs analysis proceeds in stages, with the findings of one