Training Needs Analysis
Without the right skills and targeted investment in learning and development, an organisation cannot compete successfully. A carefully designed and implemented training needs analysis can prevent critical skills shortages and gaps as well as allocating resources to potentially ineffective learning and training programs.
We can tailor all aspects of a training needs analysis to meet your specific needs. Talk to us today for a free one hour consultation. Call 1800 633 560 or email firstname.lastname@example.org
Our approach is strategic and holistic. We see “training” as being one component of building capability. Hence, we partner with our clients to examine and analyse organisational requirements, and recommend learning and development (not just training) solutions to build capability.
The purpose of a training needs analysis is to identify performance requirements and the knowledge, skills, and experience needed by an organisation’s workforce to achieve organisational, team and individual capability requirements.
There are three levels within a training needs analysis:
- Organisational analysis evaluates the level of organisational performance. An assessment of this type determines what skills, knowledge, and abilities an organisation needs. It determines what is required to alleviate the problems and weaknesses of the organisation as well as to enhance strengths and competencies, especially for Vision Critical Roles (VCR’s).
- Job analysis examines the skills, knowledge, and experiences required for job groups. The job assessment identifies how and which job discrepancies or gaps exist. It also examines new ways to do work that can eliminate the discrepancies or gaps.
- Individual analysis assesses how well an individual employee is doing a job and determines the individual's capacity to do new or different work. The individual assessment provides information on which employees require further learning and development, and what kind.
An effective training needs analysis:
- ensures learning is directly aligned to organisational strategy and objectives
- addresses resources needed to fulfil an organisation’s mission, improve productivity, and provide quality products and services
- helps to direct resources to areas of greatest demand through identification and prioritisation
- identifies the "gap" between performance required and current performance. When a difference exists, it explores the causes and reasons for the gap as well as methods for closing or eliminating it
- considers the consequences of ignoring the gaps
- enables an organisation to tailor learning and development to meet current and future requirements
- helps identify and avoid training of limited value
- helps organisations to allocate financial resources more effectively and efficiently
- provides a platform to enable an organisation’s sustainable competitive advantage, based on critical success areas and employees’ ability to learn and adapt to change
Why Swinburne ?
- Our consulting team has significant experience in all aspects of assessing training needs and reviewing of organisational capability.
- We have worked across all sectors of government and private enterprise, in Victoria and across Australia, with both large and medium sized organisations.
- In our collaboration with you we will provide the line-of-sight of the knowledge, skills and capabilities required for your organisation.
- We review your operational requirements and provide competency mapping that highlights strengths as well as areas and priorities for further development.
- We will assist you to determine your needs and examine with you the best delivery channels for these development opportunities.
- We are responsive and efficient in meeting our client requirements, and are committed to providing excellence in customer service.
The purpose of conducting a training needs analysis (TNA) is to fully understand the training, learning, and educational needs of an organisation and its staff. Done well a TNA can help an organisation to design and implement learning and development programs that are aligned to the strategic goals of the organisation. An effective TNA will assist an organisation to build the people capability it requires in order to be successful. Designing and implementing a TNA is the logical starting point of a coherent and functional training strategy.
A training needs analysis can be conducted to examine the entire training needs of an organisation or to support a particular project, change initiative or 'one-off' need within an organisation or department.
How we conduct a training needs analysis
The TNA process is an essential component of our philosophy and operational methodology. Experience has taught us that organisational learning and development is most powerful when it is connected to the vision, strategy and culture of an organisation. Our TNA process has been designed to give Swinburne the best possible opportunity to design and deliver development programs that will meet our clients’ specific needs and deliver the organisation a clear return on investment (ROI).
Swinburne's process when devloping and implementing a training needs analysis is a six step process:
One - Examine current programs
Examine your organisation's current training programs and learning and development strategy.
Two - Identify purpose
Identify the intent and purpose of 'training' within the organisation. Answers typically include:
- To help develop the capability and knowledge our people require to be more effective in their roles
- To reward and engage staff
- To assist us in becoming more innovative through access to the latest knowledge and methods
- To help us become an 'employer' of choice
- To develop greater leadership capability
- To educate staff about our values and our preferred way of doing business
Three - Understand priorities
Understand your organisation's strategy, operating environment, culture and the competitive marketplace in order to determine training priorities.
Four - Develop data collection method
Consult with key stakeholders to design methods for collecting relevant data and information from staff. Potential methods include:
- One to one interviews
- Focus groups
- Online or written questionnaires
- Observations in the ‘field’
Five - Gather and review data
Gather, analyse and review relevant data and information.
Six - Recommend strategy
Submit and discuss recommendations for training. Recommendations can be for a complete learning and development strategy or for short-term training needs.
The strategy needs to consider how learning is applied and embedded in the workplace.
The 70-20-10 methodology is ideal for this.
Read more about how to apply the 70-20-10 methodology to embed a learning strategy.