Training needs analysis (TNA) is a fundamental element of the training process as it makes sure that learning, training and development only happens when there is a need for it. A need in this sense is; what is happening in the business now and what should be happening or what the desired performance is. Needs in an organisation can arise now and in the future where there is a ‘learning gap’ in the business, this means the skills, knowledge and attitudes of the employees at present doesn’t meet those required to carry out their job or task effectively. Latham (1988) purposes that this gap is due to the theory of what KSAs researched amd This analysis does not only highlight the need of employees individually …show more content…
Does it have the means to do so? Does it have any strategic, long-term targets to regard?
• Occupational or job – special KSAs required for precise tasks or jobs.
• Individual – Where personals KSAs fail of those necessary.
Even though these are three separate levels, they have a domino effect on each other as in if there is a need in the organisation it has an effect of the job which in turn has an effect on the individual who must possess the skills and knowledge required to carry out the task.
In order to undertake a TNA, one must obtain the necessary information to see if there is a learning gap in the organisation, therefore there are many ways of sourcing the data for the three different tiers of the analysis, below are a few discussed:
• Organisational – o Corporate objectives meaning goals set out by the company may require new skills to be acquire or to retraining to reinforce what does already be known. o System changes or management requests as in if the system in which the organisation changes then so too does the needs of the business, they cannot simply ignore it or they will find themselves not …show more content…
o Training progress charts lets the communication between supervisor and trainee become more open and also lets the line manager or trainer see how their employee or trainee is doing
Gunnigle et al (2011) suggest that assembling a competency profile, which is a list of the KSAs necessary to perform the job, will give the organisation the opportunity to add a ‘shelf life’ to the existing KSAs and therefore act as a medium where they can make a prediction of when training is necessary. Sparrow and Bognanno (1993) propose four different groups of competency profiles which are:
1. Emerging competencies: as the organisation follows its strategic avenue, it will be the KSAs that require greater priority.
2. Maturing competencies: Unlike emerging competencies, these will be the ones that need less attention as they become less significant due to developments in the world.
3. Transitional competencies: These are needed during any change process and are required from the individual, examples include dealing with