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

Training needs analysis (TNA) is a systematic process for identifying and determining training requirements. Various methodologies can be applied to conduct a TNA, each with its unique focus and approach. Here’s an explanation of the methodologies you’ve mentioned:

McGhee and Thayer’s Three-Level Analysis

Download the exercise file for further information and to expand your knowledge of this interesting approach.

McGhee and Thayer proposed a three-level framework for conducting a training needs analysis, focusing on:

  1. Organisational Analysis: Examines the organisation’s goals, resources, and overall environment to determine where training is needed. It assesses the alignment of training with strategic objectives and identifies organisational factors that could impact training effectiveness.
  2. Operational (or Task) Analysis: Involves a detailed examination of specific jobs or tasks to identify the required skills and knowledge. It looks at what employees are currently doing, what they should be doing, and the gaps between the two.
  3. Individual Analysis: Focuses on assessing individual employees to identify specific training needs. This can involve performance appraisals, skill assessments, and identifying individual aspirations and career development plans.


Micro-environment and Macro-environment Analysis

This approach considers both internal and external factors that impact training needs:

  • Micro-environment Analysis: Involves examining internal factors within the organisation, such as employee skills, work processes, and team dynamics. It looks at how internal relationships and immediate work environments affect training requirements.
  • Macro-environment Analysis: Focuses on external factors, such as industry trends, technological advancements, regulatory changes, and market competition. This analysis helps in understanding how external forces shape the need for training and development.


Collecting and Analysing Qualitative and Quantitative Data

This methodology involves gathering both numerical (quantitative) and descriptive (qualitative) data to inform training decisions:

  • Quantitative Data: Can include metrics such as productivity rates, error rates, and other performance indicators. This data is useful for identifying trends and measuring the magnitude of training needs.
  • Qualitative Data: Involves collecting descriptive information through methods such as interviews, focus groups, and open-ended survey questions. This data provides insights into the reasons behind performance gaps and the context around training needs.


Analysing Job Descriptions

Job description analysis involves reviewing the formal descriptions of roles within the organisation to identify required skills and competencies. This method helps in:

  • Identifying Role Requirements: Understanding the specific responsibilities, duties, and competencies required for each role.
  • Gap Identification: Comparing the actual skills of job incumbents against the ideal requirements outlined in job descriptions to identify areas where training is needed.


Analysing Job Tasks

Task analysis breaks down each job into its constituent tasks to examine the specific actions and competencies required. This involves:

  • Task Identification: Listing all the tasks associated with a job role.
  • Task Breakdown: Further breaking down each task into sub-tasks and steps, identifying the knowledge, skills, and abilities required for each.


Surveying Staff

Staff surveys are a direct method of gathering data from employees about their perceptions of training needs, preferences, and barriers to learning. This approach can:

  • Identify Perceived Gaps: Collect employee views on where they feel they need more training or support.
  • Gather Feedback on Past Training: Understand what has worked well and what hasn’t, helping to tailor future training initiatives.


Each of these methodologies offers a different lens through which to view training needs, and often, a comprehensive TNA will involve multiple methods to ensure a well-rounded understanding of training requirements across the organisation.

Exercise Files
McGhee and Thayer’s Three-Level Analysis.docx
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