1. Training and training need analysis
B.V.L.Narayana
SPTM/RSC BRC

2. Introduction Training Is essential and is a very big industry
Enhances productivity of individuals
Enables development of competencies in line with organizational objectives
Allows communication of organizational goals
Enhances career progression and self development

3. Definition
TRAINING
Provision aimed at creating intentional learning processes
To bring about semi permanent change in individuals –Knowledge, attitudes. Skills and habits (KASH)—behaviors
With an intention To enhance performance on the job
d/d education –is more in general knowledge; training teaches a specific task or function

4. Stages Training and development Need analysis Pre training Design
Delivery
On training
Transfer
Post training
Evaluation

5. Training need analysis
TNA
Determine organizational training needs
Whether organizational needs, objectives and problems can be addressed by training?
Influences overall effectiveness of training
Is used to specify key features of implementation and evaluation

6. Training need analysis
TNA
Is a three step process
Organizational analysis—identify needs
Task analysis- content of training
Person analysis- who to be trained
Need analysis must cover all three steps
Research shows
Impact maximum on learning if organizational analysis done
Impact maximum on behavioral outcomes if task analysis done

7. Training need analysis
Work and research mostly done
Task analysis
Consists of cognitive tasks
Cognitive capacities and cues -how and when to apply them
and behavioral tasks
Identify competencies needed for jobs
Competencies are cluster of interrelated knowledge, skills, values, attitudes and others which are important for successful job performance
Done for individual and teams

8. Training need analysis
TNA
Organizational level and person level analysis—neglected
Look at diversity and cross cultural training at requirements
Also must look at
Concurrent needs and Future needs
Look to identify specific and generic skills
Therefore requires a data base of competencies-collect data on organization, task and person characteristics

9. Training need analysis
TNA
What needs to be identified at a generic level
Knowledge-facts about objects, relationships, rules, procedures, plans, goals and self knowledge
Observable skills –cognitive, psychomotor, physical, interpersonal, expressive and self management
Problem solving skills-heuristics, means –ends analysis, pattern matching, meta-cognition, transfers
Attitudes and beliefs– self efficacy, racial, cultural, sexist, commitment

10. Methodologies Groups of methods used in training
Information presentation
Modeling- demonstration
Information presentation and learner response—case method
Systematic response generation—contextualizing the training
Simulation
On the job training

11. Training needs analysis
Process of TNA
Organizational analysis
Determines appropriateness of training-linked to orgn. Goals, strategies, resources
First needs an understanding of the organizational environment—
technical,
others
Measures work environment characteristics-
nature of support and
emphasis on training

12. Training needs analysis
Task analysis
Identify observable tasks performed and knowledge and skills required to do it-job analysis
Do it by
Job incumbents –develop lists of tasks performed
Assessors –grouping tasks into clusters based on similarity
Managers – generating KSA for each cluster of tasks
Surveys to validate these Task, task cluster and KSA’s
Use multiple assessors and multiple surveys

13. Training needs analysis
Task analysis
At individual and team level
Cognitive task analysis
Goals, decisions and judgments made on the job-use elicitation techniques-look at thought processes
Team task analysis
Simultaneous assessment of task and coordination requirements
Lists out the objectives for training programmes—specify what a trainee will be able to do at the end of training programme

14. Training need analysis
Person analysis
whether training is necessary so that employees can perform tasks effectively
Identify reasons for poor performance-training and non training needs
Who requires training
Look at employee records
Elicit self responses
Whether trainees are ready for training
Audit of basic skills, abilities and motivations of potential trainees—helps reorient training programmes
Assess language skills

15. Training needs analysis
TNA—Organization –task-person model
should be proactive
Done on a continuous basis
Helps allocate training resources
Human performance intervention model
Is a problem solving exercise—identify root cause and plan intervention

16. Training needs analysis
Assessment centers
Is a skills evaluation process
Used in
Selection and placement
Employee skill development
Career development
Organizational succession planning
Good assessment centre can
Good job preview
Help design training programmes
Identify potential successors

17. Assessment centers Essential elements Job analysis-
critical, relevant and observable performance elements and competency categories
Behavioral classification
Dimensions, skills, competencies, abilities
Multiple assessments-techniques
Assessment techniques
Allow behaviors revealing critical competencies to be observed
Simulations
–demonstrates observable behavior

18. Assessment centres Essential elements
Assessors
Multiple assessors-not immediate supervisors-diversity enabled
Assessor training
Demonstrate competence in role
Recording behavior
Document through notes
Reports- based on notes
Data integration –pooling of all observations
Is a multi day affair and done in groups
Assessors are higher level managers, experts, psychologists

19. Skills
Beliefs
Performance
Actions
THANKS ANY QUESTIONS