Introduction:
The training need assessment process is meant to be a valued document for the Assessor who is part of the Learning & Development team. The TNA process comprises of five main process steps which are explained along with its process diagram.
What is Training Need Assessment?
Training Need Assessment (TNA) is the process of identifying the performance gap.
Why Training Need Assessment process is important?
Training Need Assessment is vital in establishing bench mark in performance as TNA helps to identify any performance concerns that need to be identified sooner or later. Other issues which could be resolved through TNA are introduction of new systems or task or technology.
Who is responsible for conducting TNA?
Learning & Development team which is associated with HR group is responsible for conducting TNA.
How is TNA conducted?
Trained Needs Assessment is conducted by following five process steps namely:
1) Management sanction
2) Scanning the work environment
3) Analysis on discrepancies and needs
4) Classification
5) Management report.
The process steps followed for the assessment is shown below.
T
Management sanction: The initiation of training needs assessment by an organization may not give proper result without gaining the confidence of the employees concerned. The formal approval from the operation management is beneficial which will define some important steps like
o what is a systematic training needs assessment
o why such a decision has been taken
o which department or groups will be taking part in it
Environment scanning: The Assessor is also expected to plan the TNA project in the mode of approach and the work schedule, which is a significant part in the assessment process. The method is gathering information about performance as the basis for conducting training needs assessment (TNA) is termed as scanning. The assessment scanning is conducted in different ways. We focus on three common methods of scanning; which are, records scanning, direct observation and asking questions.
Records scanning:
The environment scanning starts with records scanning, where the Assessor collects the records from corresponding departments. The finding of each record is documented before the next step commences as a process quality measure.
The scanning of the records from the Human Resource division will throw light on the purpose of the organizational groups, resource management and employee satisfaction records.
Direct observation: The employees are closely observed to know their work environment. Thus the Assessor will know the scheduled task and the unscheduled task. Are they equipped with the organizational drive to perform the tasks, is there clarity in their job description? Do they have the system support to perform the tasks? Two types of observation that normally occurs are scheduled observation and unscheduled observation. In scheduled observation, the Assessor joins the concerned team and documents his/her findings on various performance symptoms on office floor such as the employee sighs, comments, application knowledge and execution knowledge. In unscheduled observation, symptoms related to motivation and management drive becomes visible.
Unsatisfactory employee behavior will be reflected through continuous complaint, “that is not my job” response, abuse of equipment and careless attitude resulting in accidents.
Unsatisfactory management drive is visible through various means. Some of them are lack of on the job guidance, lack of clarity in job roles, minimum feedback about the quality, lack of communication on policy changes or invisible career growth chart.
Asking question: Before identifying the questions to be raised, it is significant to identify whom to ask. The Assessor should be able to identify those who could give an assertive view. It is important to include employees with knowledge of important facts and viewpoints to get an accurate account of the things.
The questions should be raised based on the observation and records, so that root cause of the performance lag can be easily identified.
1. What are employees in these positions doing that they should not be doing?
2. What are employees in these positions not doing that they should be doing?
Incase if the inadequacy at the team level, the questions are raised to the immediate manager before it is raised to the employees in the team. These could be;
3. Will these job roles involve significant overhead tasks?
4. What would you like the most in your present organization?
5. What do you like the least in your present organization?
6. What would you like to change that will improve the performance of the group?
Adapting a continuous flow of constructive questions is continued till you reach a natural law or an unchangeable organizational aspect. Ideally it could start from the answer that my team/employee is not performing well.
1. Why are they not performing well?
2. What do you want them to do most?
3. Where in the organization have you noticed the performance lag?
4. Who is responsible or is it the team?
5. When did you notice this?
The reasons for these could be motivational (working environment issues, under paid, no clear direction regarding career path) knowledge transfer (no training or mentoring program, lack of guidance, missing employee relation) due to uneven time lines (difficult customer, no direct feedback, lack of application knowledge) or a mixture of all these.
Summary: Specific performance related answers will help to pin-point the solution which could be managed through training or non-training resolution like career counseling or organizational restructuring etc.
Inadequate performance due to lack of knowledge is found in
1. Basic job skills
2. Technical skills
Analysis: Performance issues could be trivial or may be serious in nature but it is important to map the concerns to the root cause to restore a healthy work environment. Information analysis is required to learn more about the reported performance issue to identify if it is related to skill or motivation or organization. Also what is the root cause of the issue and how urgent it has to be addressed? The results of environment scanning is documented to know if the identified need can be rectified through training means or non-training means.
Classification: The Assessor can classify the need based on the nature of the skill gap. If the performance lag is due to motivation or knowledge, it is remedied through training means where as discrepancy in job execution is managed through non-training means. In the former case, the need can be further classified as urgent or future impact which will be useful in developing the training program.
Management report: The training module is deployed followed by summative evaluation which is shared with the management.
The non-training needs are resolved through career counseling but if it involves a group, an organizational restructuring is also considered.
Summary: Training need assessment analysis report will provide the documented proof for change through training or non-training means which will initiate further change. Thus it will benefit the organization and the employees and the investors as well.
