TMA2 2014 Question 1A Training Analysis

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TMA2 2014 Question 1A Training Analysis

An integral part of analysing training needs is the recognition of two required elements when carrying a training needs analysis. Discuss in details of these two requirements.

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EXAMPLE ANSWER 1

Overall, training needs analysis (TNA) also known as a gap need analysis. Thus, TNA is a process to identify the training needs at departmental, employee, or organizational level in order to help the company to perform effectively (Chartered Institute, 2006).
The main purpose of TNA is to ensure that the training is tailored to company’s culture, strategy and objectives, addresses existing problems, and also is delivered in an effective and cost efficient manner.  This can be achieved by collective both qualitative and quantitative data for analysis.

According to Beardwell and Holden, 1998, the job requirements and the person requirements are the 2 elements required in carrying a TNA.

So, what are job requirements? Job requirements may include specific skills, amounts and types of work experience, educational credentials, personal attitude, personal certifications or areas of knowledge etc.
That information is deemed by the employer as essential to satisfactory performance in a job. Example, a mechanical engineer, should have excellent observation and communication skills. Also needs a broad understanding of the scientific principles of engineering, robotics, waste management as well as bio medics (Jason Prader, 2014).  Thus, it is necessary to look at the job requirements and compares with the employee’s knowledge etc. to determine the training needs (Brown, 2002).


However, the job requirements can actually be examined through a variety of methods such as job analysis, job description, interview with job holders, managers and supervisor, analysis of competencies as well as performance objective (Beardwell and Holden 1998, p342).

Let’s use job analysis (JA) as an example.  JA is one the method that is commonly used to adopt in TNA. It requires us to think carefully about the information on the tasks that required to be performed, the minimum acceptable standards and the skills necessary to perform those tasks are gathered. This information will be useful to ensure the relevant training programs are job specific.


Then, after the job information has been collected, the analysis will shifts to the person requirements. We need to identify the gap between an employee’s current capabilities and those identifies as desire (Brown, 2002).

It actually can be either narrow or broad in scope. The broader approach compares current job performance with the minimum acceptable performance standards. Therefore, this method can be used to determine training needs for the current job. On the other hand, the narrower approach compares an evaluation of employee proficiency on each required skill dimension with the proficiency level required for each skill. This method can then be used to identify development needs for the future jobs.

There’re several methods can be used to identify the individual’s training needs. Example, person specification, personal profile, assessment centres techniques, performance appraisal, training audits, global review and also relating resources to the training objectives (Beardwell and Holden 1998, p342).

Let’s use performance appraisal for this example. The performance data (customers’ complaints, accidents, productivity etc.) as well as the performance ratings can reveal much about the strengths and weakness of the individual’s performance. This information is useful to develop the relevant and necessary training programs that could improve the individual’s performance.

As a conclusion, without TNA, employee might waste time in an unnecessary training program.
But with a TNA, an employer can target the training to where the true need to be exists.

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EXAMPLE ANSWER 2

In a modern world where change is the only constant, things are changing so rapidly that every organisation are under the pressure to cope with the changes (Usman Bashir 2011). One of the factor that is changing most rapidly is technology. Technological advancement has change the way people communicate with each other and obtain information. It has enabled process automation and most importantly, it has enabled globalisation. This factor alone has put organisations in a situation to constantly upgrade the skills of their employees so that their skill is relevant to the organisations’ business strategy (Rodrigo Rezende Ferreira 2013).   This is the reason why many organisations conduct training need analysis.

Training need analysis is a strategic process of identifying gap in employees’ skill sets and addressing skill set deficiencies so that the employees can continue to be productive and competent in the organisation and align to organisation’s goal (Wawasan Open University 2003).
Training need analysis is an ongoing process to assess the individual and business need to train the employees in the organisation.  The organisation collects and analyses data about its employees’ skill set and explores many alternatives to decide whether training is able to improve the performance of the employee and how the training will be useful in line with organisation goals (Rodrigo Rezende Ferreira 2013).  Training need analysis recognises two elements which are individual need and aligning the individual need to organisational strategies, culture and objectives (Wawasan Open University 2003).    Taking these two element into consideration will ensure that the trainings bear fruit for the organisation and its employee.  
Individual need for training arises when areas of improvement are identified by the organisation or the employees themselves. The areas of improvement could be technical or leadership skills that are undeveloped, knowledge or working attitude.
The need will also arise when the employees are performing below the expectation of the organisation (Rodrigo Rezende Ferreira 2013).  
For example, when the organisation found that the leadership skill in the managers are lacking, the organisation will analyse the need to train the managers in regards to their leadership skill.  
On the other hand, training need arises when the organisation finds that employees need to acquire skills on a programming language such as Android or iOS, or skills to operate latest equipment and computer system that the organisation has just bought.
By providing training relevant to individual interest and need will keep the employees motivated and satisfied (Usman Bashir 2011).
A successful training will depend on the individuals’ desire to learn (Robert Price 2010). The organisation should therefore assess the desire of employee for development and make sure employees understand the need for training. The organisation should create an environment that promotes self-development. Contrary to the belief that money is the motivator in the organisation, recognition, achievement and development are the factor that will increase satisfaction in a workplace (Usman Bashir 2011).

As suggested by Herzberg’s Two Factor Theory, the factor that keeps employees satisfied and motivated is the opportunity of advancement and development. Hence it is important that the organisation recognises individual need and desire in training need analysis.

While addressing individual need for development, the organisation will also need to consider organisation goals, objectives and business strategy.
The organisation has to analyse whether the training that will be provided for the employees are align to organisation and business strategy (Wawasan Open University 2003). This will ensure that the training is relevant and avoid waste of resources such as time and money.

For example, an organisation develops games for Android users. It will be relevant for the organisation to send their employees to enhance their skills on Android programming. If the employee expresses the interest in learning programming for iOS, it will not make sense for the organisation to invest the employee in iOS programming because it does not align to the business of the organisation.

In conclusion, training is an investment that will benefit the organisation in the future.
Training need analysis is an important activity in an organisation because it can directly address skill deficiencies of the employees.
It recognises individual need and aligns it to organisation strategy. It should also recognise the employee’s desire to learn.
The organisation should create an environment that sparks desire for learning. If the employees have no desire to learn, the training designed to fit organisational and individual need will render ineffective and wasteful.  

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EXAMPLE ANSWER 3

Training need Analysis or TNA is the process of identifying the gap in employee and ralated training needs.

When carrying out the TNA, there are two elements need to be examined, they are :

1)  Job Requirements

   When identifying the training gap in employee, we need to look at the jobrequirements of the employee in term of :

• Job Description which is a list spells outa person general tasks, functiosn and responsibilities at a given position.
• Carryout the job analysis of the jobholders, information gathered can be useful in analysing the skill needs andjob requirements
• Interview with Job holders, and usually a structuredquationnaire can be used to covers all aspects of the job.
• Interview with Supervisorand managers,the interview with the job holders immediate supervisor will provide anopprtunities to cross check for discrepencies or elements potentially missed byeither party.
• Performance Objectives aim to provide increasedquality and asseseement will give us an insight whether the employee currentneed training is able to provide such quality.
• Analysis of Competencies of an employee which usedto match standards provide training need gaps of the employee.
  

2) Individual Requirements

  When we need to design the training analysis, we need to examine the following aspects of an individual

• Personal profiles  records, which include the informationconcerning an individual aspirations that is crucial in creating the traininginitiatives.
• Performance appraisal provides information onthe strength and weakness of the employee, thus lay down what are the trainingneeds of the employee to improve the employee performance.
• Assessment Centretechniques alsocan help the job designer in identifying individual strengths and weakness, techniquesuch as in-depth interview, psychometric tests are used to identify thetraining needs of the employee.
• Global review and trainingaudits areused when far-reaching changes are planned within the organisation. Surveyquestionnaire and in-depth questionnaire are used in this techniques.