A Training Needs Analysis (TNA) is a review of learning and development needs for staff, volunteers and trustees within in your organization.It considers the skills, knowledge and attitude that your people need, and how to develop them effectively.
Organizational TNA should ideally be undertaken at 03 levels:
- Individual level.
- Organizational Level.
- Team / Department Level.
These three levels are linked,and using this structure will help ensuring a balanced analysis, that takes into account the big picture as well as the specific needs of individuals.
Methods that can be used to identify training needs include:
- Analysis of existing strategies and plan to identify what skills are needed for delivery, which might involve new training priorities e.g. new productions or expansion.
- Succession Plan.
- One-to-one interviews.
- Questionnaires – paper based or online.
- The outcome of your TNA should be a robust learning and development plan, basedon research and linked to organizational, team and individual objectives.
Personal development plans.
Consultation with line managers and senior managers.
Focus groups – facilitated small group discussions with a representative sample of people
The outcome of your TNA should be a robust learning and development plan, based on research and linked to organizational, team and individual objectives.
Why conduct a training/learning needs analysis?
Correctly establish gap between level of skills and competence you have in the organization compared to what you need to be successful.
- Provides data on training/learning needs at individual, team, department and organization levels.
- Collect data that will help you budget for training and development.
Some of the questions that you might like to ask before undertaking an analysis of learning needs are:
1. Do we have a strategic and organizational plan?
2. Do we have an appraisal system in place?
3. Do all staff have an up to date job description?
4. Do all staff have written objectives?
5. Do we have a competency framework in place?
6. Do we have a training strategy and/or a stated commitment to the value of learning and development for our staff/volunteers and trustees?
7. Do we have processes (formal and informal) in place for effective consultation across the organization?
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