Paper V, Response Sheet No.

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Jaideep Vasant Solanki, ISTD Batch 67, Regn. No. 21864

INDIAN SOCIEY FOR TRAINING AND DEVELOPMENT
DIPLOMA IN TRAINING & DEVELOPMENT DIPLOMA IN TRAINING & DEVELOPMENT DIPLOMA IN TRAINING & DEVELOPMENT DIPLOMA IN TRAINING & DEVELOPMENT
PAPER V

TRAINING METHODOLOGY - II

RESPONSE SHEET NO. 1

MAX MARKS 10


Name : Jaideep Vasant SOLANKI

Batch No.: 67

Registration No.: 21864


Questions *
1. What is a Training Need and how does it gets recognised?
2. Discuss the various methods of training needs identification.
Reference to suitable case studies may be made.
3. Discuss the various steps involved in designing training program.
4. Discuss the role of a trainer in the conduct of a training program and the
logic by which he should select training aids.

* Questions in BOLD are the ones attempted while the ones STRIKED OUT are
omitted.
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Jaideep Vasant Solanki, ISTD Batch 67, Regn. No. 21864
QUESTION No. 1
What is a Training Need and how does it gets recognised?
ANSWER
Training Need & its Recognition:
Training needs can be classified into three broad domains, Organisational,
Professional and Individual. While Organisational training needs are dwelled upon
at depth at the Organisational Development front, the later 2, Professional and
Individual are much a part of the current discussion. They deal with the Skills,
Attitudes and Knowledge required for performing a particular task with optimal
efficiency.
Training is imparting the knowledge or providing the knowhow to an individual to
perform a task, a specific skill-set or a particular concept.
Hence, when there exists some new technology, change in work force, process,
tasks or some enhancement measures to perform tasks then there exists the need
for Training. The act of identifying this need is know as the Training Need Analysis.
Training Needs Analysis (TNA) is used to assess an organization's training needs.
The root of the TNA is the gap analysis. This is an assessment of the gap between
the knowledge, skills and attitudes that the people in the organization currently
possess and the knowledge, skills and attitudes that they require to meet the
organization's objectives.
Some of the Training Need Triggers are as below,
1. EXTERNAL
anticipated demand for products
anticipated demand for services
local labor market situation
customer requirements
changes in government regulations
changes in competitive situation
2. INTERNAL
plan to change operational methods
plan to change technology
organization restructuring
changes in corporate strategy
changes in the role of jobs.
The training needs assessment is best conducted up front, before training
solutions are budgeted, designed and delivered. The output of the needs analysis
will be a document that specifies why, what, who, when, where and how. More
specifically, the document will need to answer these questions:
Why do people need the training?
What skills need imparting?
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Jaideep Vasant Solanki, ISTD Batch 67, Regn. No. 21864
Who needs the training?
When will they need the new skills?
Where may the training be conducted? and
How may the new skills be imparted?
As one size does not fit all, There are many ways for conducting a Training Needs
Analysis, depending on your situation. Is the purpose of the needs assessment to:
Lead in to a design of a specific purpose improvement initiative (e.g.,
customer complaint reduction)
Enable the design of the organization's training calendar (KPA related)
Identify training and development needs of individual staff during the
performance appraisal cycle and so on.
In clarifying the purpose of the TNA, consider the scope of the TNA. Is it to
determine training needs:
At the organization level?
At the project level for a specific project? or
At the department level for specific employees?
Your answer to these questions will dictate:
Who will conduct the TNA
How the TNA will be conducted, and
What data sources will be used
Based on the above the 4 methods that can be deployed for Training Need
recognition are as below,
1. Analysis of Primary Resources
2. interviews
3. Structured Questionnaires
4. Direct Observation
Once the aforesaid are answered and documented in a way that they meet the
Organisational goals and are in line with the organizational as well as the
employees training goals, an effective training need can be recognised.
It is well said that, It is Diagnosis of the illness for which a doctor is know
for, medicines can be given by a pharmacist also. Likewise, conducting the
best of training programs will be of no use if it is not clear as to What has to be
Trained.
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Jaideep Vasant Solanki, ISTD Batch 67, Regn. No. 21864
QUESTION No. 2
Discuss the various methods of training needs identification. Reference to
suitable case studies may be made.
ANSWER
Methods of Training Need Identification:
When it is clear that there exists a need for training, the next step is to identify
what is to be trained. To identify the various aspects of Training Needs that
clarifies why, what, who, when, where and how is what precisely done thru
Training Need Identification (TNI).
The following are the Methods that are deployed as need be for accomplishing TNI,
ANALYSIS OF PRIMARY SOURCE A quick look at the Sales Figures, Turnover,
bottom-line performance and conversion rations can easily help you smell the
rat. It is however a skill to identify the Gap and identify the training need.
PERFORMANACE APPRAISAL This is the most commonly adopted measure. By
way of KRA and KPI achievements an individual is assessed by his seniors.
Based on his past performance, his current standing of Knowledge, Skills and
Attitude, seniors along with the HR decide the need & area for Training.
In terms of the Organisation or a Department as a whole, the performance of
the dept is a key indicator for assessing the needs and areas for training.
ONE TO ONE INTERVIEWS - in person / by telephone, one to one information
gathering. Both structured and unstructured interviews help to gather the
information which otherwise would have been difficult to gather. However, it is
the are of the interviewer to get the information by encouraging the other
person to talk. At times, if the interviewer is dominant, then the outcome is a
result of the ideology that he/she abides by.
FOCUS GROUPS - meetings of individuals who share an interest in the subject
exchange. Brain-Storming as it is said, help to a large extent, views of all the
concerned are put forth and the best ideas are adopted. But, as a word of
caution here, if the group is not lead by a disciplinarian or by rules, the
outcome would be always one sided or biased.
USING QUESTIONNAIRE - information gathering on paper with the use of a
structured questionnaire. This method helps gather all the requisite information
for deciding on the training modules and other aspects of training.
OBSERVATION - observing / reviewing people performing on the job. A very
common technique used for deciding on training need for the shop floor
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Jaideep Vasant Solanki, ISTD Batch 67, Regn. No. 21864
workers and also for the operators. A motion study along with the same helps
identify the exact areas of improvement and hence the training need.
SEEKING INPUTS FROM LINE MANAGERS - assessment of line managers of
their staff. This is purely based on his/her judgement.
ORGANIZATIONWIDE SKILL AUDIT - auditing operation process.
CUSTOMER SATISFACTION SURVEY - source of inputs. This is an external
factor that influences the training need analysis.
ORGANIZATIONAL METHODS - changes/ impact on the organization like
technological changes, management changes and other internal environment
changes that require training to be considered as a savior.
JOB ANALYSES METHODS - changes / impact on the individual jobs
INDUSTRY ANALYSES METHODS - changes in industry characteristics / impact
on the organization
HUMAN ANALYSES METHODS - paper pencil diagnostic tests of
knowledge/opinions etc
ADVISORY COMMITTEE METHODS - seeking advice of departmental heads. This
is again a part of appraisal or a separate committee is devised based on the
nature of requirement and gravity of the situation that has lead to investigate
the training need. In such cases external consultant are also involved to decise
the training need.