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Remember, training is not what is ultimately important…performance is. – Marc Rosenberg
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The first step in designing any effective learning program is completion of a learning or training needs analysis/assessment (TNA). A training needs analysis is a process of gathering data and identifying performance requirements to determine the gap between required performance and existing performance so that training can be developed to address the gaps in organizational and/or individual performance. The TNA results will reveal the best method of intervention to address performance gaps, which may or may not be developing a training plan or learning solution.
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There are three levels or types of TNA that should be performed or considered when identifying performance gaps. These are:
<!--[if !supportLists]-->1. Organizational analysis: aligns training with business strategy and ensures that training plans and programs align with organizational strategies and goals.
<!--[if !supportLists]-->2. Task analysis: identifies the knowledge, skills, attitudes and abilities required to complete specific tasks at the desired performance levels.
<!--[if !supportLists]-->3. Individual analysis: assesses individual performance compared to desired performance and determines the reason for any gaps including the individual’s knowledge, skills, attitude and motivation.
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At minimum the TNA should answer the following questions:
<!--[if !supportLists]-->o What is the problem and how important is it that it is solved? Not all problems are worth the cost and effort to fix them.
<!--[if !supportLists]-->o Is it a training problem? Determine the cause of the problem to determine if training is an effective solution or if other interventions are more appropriate (for example, removing barriers to performance or creating a reward system that rewards the desired behavior). Training may or may not be the answer or it may be only one part of the final intervention or solution to addressing the problem.
<!--[if !supportLists]-->o What skills and knowledge should be included in a training intervention?
<!--[if !supportLists]-->o Who needs to be trained or who is the target audience for an intervention?
There are a number of different sources that can be used to gather data and complete the TNA and, when possible, a combination of sources should be used in completing the analysis. Examples of data sources include but are not limited to:
<!--[if !supportLists]-->o Organizational goals, objectives and mission statements
<!--[if !supportLists]-->o Utilization, cost and quality measurements such as quality of products, equipment/system utilization, production rates, down time, etc.
<!--[if !supportLists]-->o Employee satisfaction survey results
<!--[if !supportLists]-->o Observation
<!--[if !supportLists]-->o Interviews
<!--[if !supportLists]-->o Focus groups
<!--[if !supportLists]-->o Questionnaires
<!--[if !supportLists]-->o Work samples
All data sources have pros and cons. It’s important to use the data sources that you have access to and are appropriate for the performance gap you are analyzing. Not all methods are available within all organizations or all situations. Often there are time restrictions, limited data sources and lack of organizational/management support for completion of a TNA. In these instances it is important to remember that something is better than nothing. Focus your questions and ask the questions most applicable to your environment and situation.
This handbook provides you with a pool of questions to select from when completing a TNA. Select the questions that are best suited to your situation, organizational tolerance and time available to complete your analysis. For additional information on the process of completing a TNA, review the resources at the end of the book, which provide more detailed information and training on completion of the analysis/assessment.
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