Why conducts TNA?

11. Why conducts TNA? TNA provides information on… 1. where training is needed? 2. what content of the training is needed? 3. what the content of the training should be? 4. who within the organization needs training in certain kinds of skills and knowledge.

12. The Needs Assessment Process OR Framework of TNA Outcomes Reasons or “Pressure Points • What Trainees Need to Learn • Who Receives Training • Type of Training • Frequency of Training • Buy Versus Build Training Decision • Training Versus Other HR Options Such as Selection or Job Redesign • Legislation • Lack of Basic Skills • Poor Performance • New Technology • Customer Requests • New Products • Higher Performance Standards • New Jobs What is the Context? Organization Analysis In What Do They Need Training? Task Analysis Person Analysis Who Needs the Training?

13. Needs assessment involves: • Organizational Analysis– involves determining: • the appropriateness of training, given the business strategy • resources available for training • support by managers and peers for training • Task Analysis – involves: • identifying the important tasks and knowledge, skill, and behaviors that need to be emphasized in training for employees to complete their tasks

14. Needs assessment involves: (continued) • Person Analysis – involves: • determining whether performance deficiencies result from a lack of knowledge, skill, or ability (a training issue) or from a motivational or work design problem • identifying who needs training • determining employees’ readiness for training

15. TNA MODEL

16. TNA MODEL TNA can be done at three levels also; Individual Needs Occupational Needs Organizational Needs

17. INDIVIDUAL NEEDS Skills, Knowledge and Attitude are the three dimensions of a performer which contribute towards his/her total effectiveness or the competence. Amongst the individual needs, 1. Supervisory skill development 2. Managerial / Executive Development 3. Decision Making Needs etc. are important needs

18. What training you and your people need?

19. OCCUPATIONAL NEEDS Need for fulfilling the competence gap to perform.. 1. quality output 2. breaking the barriers of interpersonal group effectiveness 3. developing confidence to take up challenges and initiatives.

20. ORGANIZATION NEEDS - For achieving organizational objectives and goals, it is required to develop individual by way of correcting his attitude, appraising and counseling which can promote harmonious work culture.

21. APPROACHES TO TNI Training Need Survey - This approach is based on the opinion/views - This survey is designed and conducted to collect 1. the opinions 2. educational skill and attitudes of the personnel. 3. organization impact on resources A proper analyzed survey will provide useful input to decide the budget or justify the T&D activities

22. APPROACHES TO TNI 2. Competence Analysis The view of the self, superiors or subordinates about the SKA are collected for a particular post and to remedy the deficiency, suitable training need is identified. This approach is a broad and inexpensive.

23. APPROACHES TO TNI 3. Performance Appraisal Approach It is accurate approach for individual training and development needs. This goes with analyzing knowledge, skill and job requirement. This approach starts after defining the criteria and the standards to measure.

24. APPROACHES TO TNI Task Analysis Approach - Task Analysis exposes weakness of the person in dealing with others, and - attributes to make him capable of running a group or performing a task effectively. - This is the most comprehensive yet useful approach to identify HRD needs. - This is more objective and output oriented and takes time and skill both.

25. APPROACHES TO TNI 5. Feedback Approach This approach is generally used in most of the organization. The feedback regarding necessity of training and development in a department for a group or individual can be from: Annual Report Production Report Performance Report Comments of Supervisors and Managers Comments of the colleagues

26. APPROACHES TO TNI 6. Management Decision Approach In most of the organizations, management decides who is to be trained and what is to be taught. These decisions are based on the future planning and career growth plan or the deficiencies in their employees directly noted by the top management. This approach is inexpensive .

27. SELECTION OF TNI APPROACH Some of the following criteria are considered in selecting the TNI approach. The size and population of the organization. Time available or the time constraint Client/trainee commitment Type of program to be taken up Level of client/trainees Resource available in-house and outside Budget allowed Cost effectiveness criteria

28. CLASS-ROOM ACTIVITY IDENTIFY THE TRAINING NEEDS FOR THE TRAINING PROGRAMME FOR OFFICE STAFF (INCLUDING CLERICAL, PA, EA,EXECUTIVES) What are objectives of the training? Classification of Needs To identify training needs, which things should be scrutinized? What will be the TNI Approach?

29. CLASS-ROOM ACTIVITY OBJECTIVES OF THE TRAINING: They have to improve excellence in self. They have to acquire better appreciation of his duties To develop knowledge and skills (Interpersonal and Intra person communication skills) To change thoughts and attitudes of the employees

30. CLASS-ROOM ACTIVITY CLASSIFICATION OF NEEDS Employees Development Programm covers Individual Needs and Occupational needs.

31. CLASS-ROOM ACTIVITY TNI Approach To identify training needs for office staff, the following should be scrutinized: Job description Performance of the job Management expectation Objectives and Management policy

32. CLASS-ROOM ACTIVITY TNI Approach To identify training needs for office staff, the following should be scrutinized: Job description Performance of the job Management expectation Objectives and Management policy

33. CLASS-ROOM ACTIVITY TNI Approach The approach is then decided on the basis of … Size and population of the company The budget allocated Availability of time.

34. CLASS-ROOM ACTIVITY If it is a medium size industry and time availability is ample, the approach can be applied as Self Assessment Report Asking immediate boss to fill the questionnaire to diagnose their deficiencies. - The Report from immediate boss

35. WHY USE TRAINING OBJECTIVE?

36. WHY USE TRAINING OBJECTIVE? Training is a way to develop KSA of the human resources. Training is a way to educate employees for improving personal life and work life. Training is an objective to build a strong relationship between the colleagues, superiors and subordinate.

37. WHY USE TRAINING OBJECTIVE? Training is only the way to improve and develop positive climate or environment in the organization. Training is an objective to forward the views, opinions and suggestions from both the sides to the management as well as to the employees.

38. WHY USE TRAINING OBJECTIVE? Training is only the media to make aware the employees or individuals about …. - the world - market competitions - growth of the organization - the status - problems of the organization - Training is a powerful tool for overall development of the organization as well as development of the human resources

39. ORGANIZATIONAL CONSTRAINTS

40. ORGANIZATIONAL CONSTRAINTS Not getting support from the top management Not getting support of the employees Not having proper arrangement of class-room and audio visual aids Politics and favouritism Lack of knowledge and training skills Insufficient budget for training activities

41. DEVELOPING OBJECTIVES

42. How to develop objectives? Objectives can be developed on the basis of following tools: Strategies of the company Mission and Vision Company’s Policy Company’s rules and regulation Interference of government Goal of the Company Competency level of the human resources

43. WHO WILL DEVELOP OBJECTIVES? DIRECTOR / MANAGING DIRECTOR GENERAL MANAGER/DY.GM/AGM SUGGESTIONS FROM INTERNAL AND EXETERNAL CUSTOMERS

44. How to develop objectives? There are five types of training objectives Training – for ongoing organizational requirements Proactive- anticipatory training required to meet futuristic organizational needs. Problem Solving – Training to avert certain problems which may develop over a period of time. Specialized Training – to meet organizational requirement. Vendor arranged training for technological upgradation.

45. ONGOING Induction/Orientation Program Refresher Training Program for operatives

46. PROACTIVE Training Manager / Supervisors to anticipate problems before they occur. Computer Training Team Building sessions with the departments Supervisory Development Programs

47. PROBLEM SOLVING Training clerks to reduce complaints TQM Training Training supervisors in communications to reduce grievances Quality Circles Training

48. SPECIALIZED TRAINING To import specialized training on critical equipment.

49. VENDOR PROVIDED TRAINING Training organized by vendor against the purchase of equipments.

50. FACILITATION OF TRANSFER