Effective Training Needs Analysis

 

Training needs can be distinguished broadly into three types:

  • The anticipated ones – which can be foreseen through an experienced eye.

§         Arising from monitoring –which become apparent through observation.

  • Arising from unexpected problems – which are actually reactions to unexpected problems.

 

1.Identification and integration of training needs

 

A total analysis of organizational functioning may reveal similar Training Needs existing in two or more different departments. This helps managers to aggregate training needs and plan training activities with same limited resources leading to economy of effort and energy.

 

In the conventional sense of the word, you may not be directly handling the coordination of training systems, but you have an important role to play in gathering the most suitable information you can on the training needs of the employees and passing it up the line.

 

At the very least, liaise with other management colleagues to collect relevant data/details so that a range of appropriate training and development programmes can be designed, without unnecessary duplication of efforts.

 

2.Identify problems or gaps between the actual and the expected level of organizational activities

 

In the course of organizational activity, some Training Needs may be naturally expected. So new equipment installed on the shop floor or introduction of new working methods in the office is almost certainly going to require training of everyone using it.

 

Alternatively, an organization that decides to make improvements in the under performance by employees or lack of motivation and initiative knows that a programme of training and development has to be evolved for long-term success.

 

3.Devise monitoring techniques

 

It is often seen that many a training needs go unnoticed in an organization. Active monitoring systems are, thus, essential to spot these, not so overt, but quite mandatory, Training Needs.

 

These monitoring systems may be developed on the following lines:

Variance analysis: This is a simple tool used by managers for monitoring budgets and identification of training needs to ensure adherence to these.

 

Asking questions: This can be in the form of a survey or appraisal interview to identify the basic training needs. For this purpose both the staff as well as the customers can be interviewed.

 

Besides these, monitoring techniques can also be based on the analysis of:

  • Organization
  • Task
  • Manpower

 

Analysis of organization involves understanding the organization in totality – its structure, objectives, policies, requirements, plans, human and other resources, etc. The ultimate aim of organizational analysis is to find answers to questions like:

  • What kind and number of human resources are required to achieve the goals?
  • Is the performance of the personnel up to the requisite standards?
  • Is the environment within and surrounding the organization conducive to fulfillment of objectives?

 

Analysis of tasks focuses on the skills and training required to perform the job in accordance with the established standards. This asks for understanding of job specifications, description and requirements.

 

Analysis of manpower requires careful examination of organization's manpower environment, an in-depth knowledge of their skills, education, experience, capabilities, achievements and performance.

 

4.View unexpected problems with an open mind

 

In a constantly changing organizational environment, unexpected Training Need may arise. Monitoring will help identify places where gaps and problems exist. However, there is always a possibility that under certain circumstances you may make the wrong assumption.

 

For instance, failure to retain staff in a small section may lead to a conclusion that lack of motivation is the issue. However, exit interviews with staff may indicate that high turnover is a result of lack of promotional avenues and monotonous working situations - something that cannot be resolved through training, even though the monitoring technique has helped you discover the problem.

 

5. Identify people or activities to be targeted

There might be a situation where a training need is limited to an individual or an activity but it is expected to have an impact on more than one individual or activity. Under these circumstances the training should be targeted ideally, at all the individuals or activities that are likely to be affected by it.

Remember the intention is organizational development rather than individual training.

 

6.Plan and take appropriate action

You can plan action to meet the training needs whenever the needs are within your own span of control, at individual or activity level because your identifying a Training Need in your own span of control would be highly validated and cogent.

 

Recommendations and proposals are required to be made on a wider front if the need appears to be at a level other than the one you control.