Course Content
Preparing and planning your TNA
The TNA performs the task of identifying and analysing the gap between existing skills and the required skills for a particular task or job function, to allow managers to select appropriate training solutions. Use communication techniques to foster professional relationships and consult with key staff to define the training needs analysis (TNA) scope, aligning with organisational goals. Determine steps, resources, and timelines for the TNA, and document a plan adhering to organisational and regulatory standards. Present and finalise the TNA plan with key staff through negotiation and agreement.
Gathering information and analysing results
A mistake often made by facilitators who have never conducted TNAs is underestimating the time required to complete the data gathering, analysis and drafting recommendations. There is also often a tendency to gather either too much or too little relevant data on the existing training, skills and knowledge within an organisation. Depending on the size of the organisation and the organisational objectives, a TNA may take several days, or up to several weeks or even months to complete. The reason for this extended completion time is the need to gather high quality, reliable data upon which to base your recommendations. Time invested early in this stage will pay off in determining appropriate and efficient training solutions.
Provide advice to the organisation
Organisations undertake training needs analyses to inform and advise on options available, which may or may not include training, to meet their organisational objectives. The product of a TNA will be the report presented to the client organisation, containing the information gathered, the gap identified and the solutions recommended in the light of the analysis and of the organisation’s objectives. Where the solution is found to include training, a training plan should be included.
Reviewing the TNA process
Seek feedback from the organisation on the training needs analysis (TNA) process, outcomes, and recommendations. Review the TNA process and your own practice to identify improvement areas. Reflect on feedback to enhance future TNA processes and personal performance in conducting TNAs.
TAETAS511 – Training needs analysis
About Lesson

When conducting a training needs analysis (TNA), accessing relevant sources of information is crucial to accurately identify the training requirements within a specific industry, workplace, or job r ole. Here are two primary sources and types of information that can be instrumental in this process:

Sources of Information:

1. Industry Associations and Professional Bodies:

    • Description: These entities are established to support the interests of professionals and businesses within specific industries. They often conduct and publish research, industry standards, and best practices that can be invaluable in understanding the broader trends and training requirements within a sector.
    • Use in TNA: By engaging with industry associations and professional bodies, you can access up-to-date information on industry standards, emerging trends, and regulatory requirements. This can help in aligning the training needs with the current and future directions of the industry, ensuring the workforce is well-equipped with the necessary skills and knowledge.


2. Workplace Documentation and Records:

    • Description: This includes a range of internal documents such as job descriptions, performance appraisals, skills audits, and previous training records within an organisation. These documents provide insights into the specific roles, responsibilities, and performance expectations within the workplace.
    • Use in TNA: Analysing these documents can highlight skill gaps, areas for improvement, and specific job roles that may require additional training. This targeted approach ensures that the training is directly relevant to the needs of the employees and the operational goals of the organisation.


Types of Information:

1. Qualitative Data:

    • Description: This type of information includes opinions, insights, and subjective accounts from employees, managers, and stakeholders. It can be gathered through methods such as interviews, focus groups, and open-ended survey questions.
    • Use in TNA: Qualitative data is valuable for understanding the nuanced perspectives and experiences of individuals within the workplace. It can reveal underlying issues, employee aspirations, and specific areas where training could enhance job satisfaction and performance. By capturing the human element, it complements the more quantitative data to provide a fuller picture of training needs.


2. Quantitative Data:

    • Description: This encompasses numerical data that can be measured and quantified, such as productivity metrics, error rates, and completion times for specific tasks. Quantitative data is often collected through workplace systems, performance metrics, and structured surveys.
    • Use in TNA: Quantitative data offers a clear, objective measure of performance and capability gaps within the workplace. It can help in identifying trends, benchmarking performance against industry standards, and measuring the effectiveness of previous training initiatives. This data is crucial for setting measurable training objectives and evaluating the impact of training programs.


By leveraging both sources and types of information, a comprehensive training needs analysis can be conducted, ensuring that the identified training initiatives are evidence-based, targeted, and aligned with both the immediate and strategic needs of the industry and workplace.