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

To enhance the effectiveness of the training needs analysis (TNA) process, obtaining and analysing feedback is essential. Here are four mechanisms that can be employed to gather and analyse feedback, leading to improved practices: 

Surveys and Questionnaires

Surveys and questionnaires are structured tools that can be distributed to participants, stakeholders, and other involved parties after the TNA process. They can include a mix of quantitative (e.g., Likert scale questions) and qualitative (e.g., open-ended questions) items to gather comprehensive feedback.


  • Quantitative data can be statistically analysed to identify trends, satisfaction levels, and areas of strength or weakness in the TNA process.
  • Qualitative responses can be thematically analysed to uncover insights, suggestions, and specific areas for improvement not covered by structured questions.

Focus Groups

Focus groups involve facilitated discussions with a small, diverse group of participants who were involved in the TNA process. These sessions provide an opportunity for in-depth discussion and exploration of the TNA process, including what worked well and what could be improved.


  • Key themes, ideas, and suggestions can be extracted from the discussions using content analysis.
  • Consensus points and differing viewpoints can be identified, providing a nuanced understanding of the TNA process’s effectiveness and areas for improvement.

One-on-One Interviews

Conducting individual interviews with a selection of stakeholders involved in the TNA process allows for a deep dive into personal experiences, perceptions, and suggestions for improvement. These can be particularly useful for gaining insights from those in key roles or with unique perspectives on the TNA process.


  • Responses can be analysed for common themes, unique insights, and actionable feedback.
  • Individual interviews can also reveal personal experiences and nuanced feedback that may not emerge in group settings or written surveys.

Review of Training Outcomes and Performance Metrics

Analysing the outcomes of training programs that were developed based on the TNA and reviewing relevant performance metrics can provide indirect feedback on the effectiveness of the TNA process. This can include assessing changes in performance, productivity, skill levels, and other relevant metrics post-training.


  • Pre- and post-training performance data can be compared to evaluate the impact of training and, by extension, the efficacy of the needs analysis that informed it.
  • Discrepancies between expected and actual training outcomes can highlight areas where the TNA process may need refinement to better identify or prioritise training needs.


By employing these mechanisms, valuable feedback can be systematically collected and analysed, offering insights into the effectiveness of the TNA process and identifying opportunities for continuous improvement. This iterative approach ensures that the TNA process remains aligned with organisational objectives, responsive to stakeholder needs, and effective in identifying the most relevant and impactful training needs.