5.

1 Training Needs Analysis with Customers and the Participants

Training Needs Analysis

Training Needs Analysis is the process of identifying training needs in an organization for the
purpose of improving employee job performance. It is a systematic approach for determining
what kind of training needs to take place and why.

Introduction
Today's work environment requires employees to be skilled in performing complex tasks in an
efficient, cost-effective, and safe manner. Training (a performance improvement tool) is needed
when employees are not performing up to a certain standard or at an expected level of
performance. The difference between the actual level of job performance and the expected
level of job performance indicates a need for training. The identification of training needs is the
first step in a uniform method of instructional design.

A successful training needs analysis will identify those who need training and what kind of
training is needed. It is counter-productive to offer training to individuals who do not need it or
to offer the wrong kind of training. A Training Needs Analysis helps to put the training resources
to good use.

Benefits of Training Needs Analysis

 Identifies the gap between current and required levels of knowledge, skills and aptitude
 Identifies who needs what kind of training, when and why
 Determines what the general content of training should be
 Forms the foundation of a training plan
 Ensures that appropriate and relevant training is delivered
 Maximizes the use of scarce resources
 Increases the productivity of an organization
 Ensures high value of Return of Investment (RoI)

Training Needs Analysis addresses the following questions:

 What training is needed?

 Why the training is needed?
 Where is the training needed?
 Who needs the training?
 How will the training be provided?
 How much will the training cost?
 What will be the impact on business?
Steps in Conducting Training Needs Analysis

Step 1: Determine Desired Outcomes

 Clarify goal of the training and expected business outcomes.
 Training goal should correspond to business outcomes.

Step 2: Link Desired Outcomes with Employee Behavior

 Identify the competencies (behaviors, skills, qualities and knowledge) of employee that
are linked to desired outcomes.
 Collect information and data from subject matter experts to determine which
competencies are critical to achieving the outcomes.

Step 3: Identify Trainable Competencies

 Evaluate the critical competencies and determine if they are:
 Abilities one should possess prior to job entry
 Abilities that can be learned on job
 List out critical competencies that are either elements that should be considered in
hiring practices or competencies that are amenable to training.

Step 4: Evaluate Competencies and Determine Performance Gaps

 Evaluate current competencies and identify where there are gaps between current
ability and desired ability.
 Current competencies can be evaluated using performance evaluations, tests, surveys,
self assessments, interviews, customer feedback, etc.

Step 5: Prioritize Training Needs

 Identify the percentage of employees who need training on the competencies.
 Consider the importance of the competencies to the business objectives.
 Together, the need and the importance will help to identify training priorities.

Step 6: Determine How to Conduct Training

 Consider adult learning theory and best practices in training on the particular
competencies.
 Training methods can range from:
 On the Job Training (OJT)  Reading/ Books
 Mentoring and Coaching  Conferences
 Classroom/ Lecture  Academic Programs
 Web-based/ E-learning
Step 7: Conduct a Cost Benefit Analysis
 Consider the costs associated with the training methods, the extent to which the
training will address the performance gap, and the impact on business.
 Benefit of training is desired to be higher than the cost of training.

Step 8: Planning for Training Evaluation

 Training is only effective if the information is retained and applied on the job.
 Evaluation of training is critical for judging the improvement in competencies and job
performance.

5.5 Training follow-up

Definition
Training follow-up refers to the systematic process or established mechanism that allows the
training organization to locate and communicate with the trainees at a specified period after
the training. Follow-up reflects the extent to which a training organization remains in contact
with its trainees. It attempts to identify and address the problems that trainees face in the post-
training period when they return to the service delivery environment.

Need for training follow-up

Trainings are often given and quickly forgotten by both the trainers and trainees. Their impact is
rarely measured or looked for. Companies blindly administer trainings without any real data
about what is working for their trainees and what isn’t. This makes it impossible for companies
to know if they are even getting a return on the time and money spent on trainings. To avoid
this, follow-up is essential in all training situations.

Follow-up provides participants with further support, skill development, and continuous
improvement to promote new practice. It improves existing trainings as well as future training
plans. The lecturers are able to get a feedback on what the participants actually learned during
the training, whereas the participants have the opportunity to reflect on their learning a second
time. Training follow-up not only encourages trainees to continue developing good habits, but
they help trainers to refine their training process.

Examples of Follow-up on Trainings

 Ask each participant to email a brief summary of the three most important points they
learned in the training. Let a few weeks pass and then email the responses to the group,
along with any additional feedback that has occurred in the meantime.
 Send out a quiz related to the training’s content several weeks after the initial session.
Post the responses and award a prize for the “best” answers. The quiz can be either
multiple choice or free answer.
 Benefits of Follow-up on Trainings
 Determine what the participants have
learned during the course
 Reinforce trainees knowledge and skills
 Further measure the effectiveness of training
 Long-term evaluation: measure change in
behavior, knowledge and attitudes
 Quality control: make sure that participants
are implementing correctly
 Get useful feedback: help with future training
planning
 Identify challenges that limit the application
of training
 Provision additional training if necessary
 Answer questions and clarify original lessons
 Give more specific advice and more relevant
demonstrations

Follow-up Techniques
1. Action plans
Action plans are written documents completed by trainees during or immediately after the
training that specify how the trainee expects to implement learned skills on-the-job. These
plans may be quite detailed and specific or brief and general.

2. Performance assessments
Performance assessments include work assignments that are offered to the trainees in order to
identify if they are able to perform the given task properly. It enables the instructor to measure
or observe trainee’s confidence, strength, weakness and creative ability while performing the
particular job.

3. Peer meetings
Peer meetings are periodic meetings of trainee groups and are usually facilitated by a
professional staff employee or external consultant. At these meetings employees share
examples of how they are applying the skills from training, explain the impact of their
application on job performance, and explore barriers to application and how they can be
eliminated.

4. Supervisory consultations
Supervisory consultations are designed to put the trainee’s immediate supervisor into the role
of coach or mentor to encourage skill application. Supervisors play a key role in the post-
training environment by giving trainees feedback, encouragement, reinforcement, and by
providing opportunities to practice newly learned behaviors.

5. Technical support
Technical support involves a variety of mechanisms established by an organization to provide
information and assistance to participants following a training program. This support often
includes reference materials on training topics in written or electronic form as well as access to
technical experts and advisors.