How to conduct effective Training Needs Analysis (TNA)?

Common pitfalls are found for company TNA and year-end planning with following:

1. Data collection: no standardized and well-designed survey tools
2. Data analysis: no idea how to screen the valid and focused training needs.
3. Year-end planning: lack of close connection between TNA results and demand survey report, even between year-end plan and company long term strategy.

Solution:

Training needs analysis and Training plan (TNAP=TNA+TP)

TNA

1. Focus on Key issues: Training must serve for the business and be performance improvement oriented

2. Form team for TNA: team collaboration for planning and TNA tools development

3. Collect data: teamwork to collect information about short, medium and long-term training strategy, TP result last year, current training resource etc

4. Analyze data: Task analysis, people analysis and budget planning

5. Create TNA report

Two models:

1. ATD Performance Improvement model

ATD (Association for Training Development) Performance improvement model-4S Methods, commonly used in interview.

Success: What is the successful company, department or employee from their point of view?

Situation: what is your current performance and how much is the gap to ideal situation?

Source: What causes the gap? Training will resolve the gap from the knowledge only, but not the gap from the influencing factors like physical resource, structure and processes.

Solution: includes training and other types of solutions.

2. Goldstein model: organization, task and people.

This model focuses on three dimensions: organization, task and people.

Organizational level TNA will consider the correlation between training and organizational goal.

Task analysis will study the process and identify the needs from respective process and duties.

People analysis will identify the gap between individual current performance and ideal, in order to find out the learning preference.

In a nutshell, the definition of TNA is to collect relative performance data of organization and personnel, identify the gap between current and ideal performance, find out the gap in knowledge, skills and attitude（KSA）of personnel, and finally provide the baseline needs for training activities.

原文：培訓(xùn)需求調(diào)研的最高境界：善用方法論[翻譯]
小結(jié)：

發(fā)現(xiàn)當(dāng)前企業(yè)培訓(xùn)需求分析(Training Needs Analysis)和年度計劃制定存在共性問題：

1硼啤、數(shù)據(jù)收集方面存在調(diào)研工具設(shè)計不科學(xué)、不規(guī)范的問題；
2肝谭、數(shù)據(jù)分析方面存在不知道如何甄別有效的掘宪、有針對性的培訓(xùn)需求的問題；
3攘烛、年度計劃的制定方面存在需求調(diào)研結(jié)果與需求調(diào)研報告魏滚、年度計劃與戰(zhàn)略關(guān)聯(lián)不緊密的問題。

解決方案：

培訓(xùn)需求分析及年度計劃制定方法論(TNAP)

培訓(xùn)需求分析TNA

1坟漱、 聚焦壓力點: 培訓(xùn)和企業(yè)的業(yè)務(wù)起來鼠次，有績效改進(jìn)的思維。
2芋齿、 組建需求調(diào)研的團(tuán)隊：團(tuán)隊協(xié)作
3腥寇、 以團(tuán)隊的方式來搜集需求信息：包括公司短、中觅捆、長期的培訓(xùn)戰(zhàn)略赦役、上年度培訓(xùn)計劃完成情況的分析、公司已有培訓(xùn)資源完備程度等信息
4栅炒、 對搜集到的信息進(jìn)行需求信息的分析掂摔，包括工作任務(wù)和人員的分析，還要考慮培訓(xùn)費用和預(yù)算赢赊。
5乙漓、 基于需求分析的結(jié)果形成需求分析報告

總結(jié)：培訓(xùn)需求分析的定義就是，通過收集組織及成員現(xiàn)有績效的相關(guān)信息释移，找出現(xiàn)有績效與理想績效之間的差距簇秒，并進(jìn)一步挖掘組織成員在知識、技能和態(tài)度方面的差距秀鞭，最終為培訓(xùn)活動提供需求的依據(jù)趋观。

原文：培訓(xùn)需求調(diào)研的最高境界：善用方法論[翻譯]

http://mp.weixin.qq.com/s/Q-jXmB5WTJcfWT4yBC8iWA

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