HI,
I wanted to know how a TNA is conducted exactly?
Are there any innovative ways of conducting TNA except interview,questionnaires, observation.
Examples on TNA would really help to get the exact picture how to conduct it.
Thank you.
From India, Pune
I wanted to know how a TNA is conducted exactly?
Are there any innovative ways of conducting TNA except interview,questionnaires, observation.
Examples on TNA would really help to get the exact picture how to conduct it.
Thank you.
From India, Pune
Hi narendra,
thanks for giving me the fullform, somewhere down the line i think i m forgetting things anyways thanks for making me recollect it. well pallavi, u can get the details of training needs of the employees from their respective team heads, or group heads, depending on the incoming project they may want the employees to be equipped with specific knowledge so they will be telling u which area they need to be enhanced and then u can make plans to provide the same. As more than HR its the team leaders team heads and project heads monitor those people so best to ask them.
regards
sadhana
From India, Delhi
3thanks for giving me the fullform, somewhere down the line i think i m forgetting things anyways thanks for making me recollect it. well pallavi, u can get the details of training needs of the employees from their respective team heads, or group heads, depending on the incoming project they may want the employees to be equipped with specific knowledge so they will be telling u which area they need to be enhanced and then u can make plans to provide the same. As more than HR its the team leaders team heads and project heads monitor those people so best to ask them.
regards
sadhana
From India, Delhi
Dear Pallavi,
Following is the apt process.
a) Define what is you organizational goal on training: Why do you want to train people?
b) Kindly have a skill/ competency gap analysis after discussing with the respective functional heads/ business head.
c) Once the gap analysis is made then then the concentration is on the indivdiual staff members to be trained.
d) If the training need is due to a total change of technology or a change in a business process (like: if the organization wants to implement SAP to replace many small ERP's in fucntion) then it has to be a mass training need analysis based on the each sub processes.
e) Apart from observation, questionnaire and meetings the other way of doing it is conducting group discussions or quiz on specifc sets of skills/ competencies and making the target group to participate and analyse the overall scores and arrive at the decision as to where do we stand on those set of skills competencies.
If you want any further assistance kindly revert.
Kind regards
Dayanand L GUDDIN
Sr. head- HR
BOBST INDIA
From Singapore, Singapore
Following is the apt process.
a) Define what is you organizational goal on training: Why do you want to train people?
b) Kindly have a skill/ competency gap analysis after discussing with the respective functional heads/ business head.
c) Once the gap analysis is made then then the concentration is on the indivdiual staff members to be trained.
d) If the training need is due to a total change of technology or a change in a business process (like: if the organization wants to implement SAP to replace many small ERP's in fucntion) then it has to be a mass training need analysis based on the each sub processes.
e) Apart from observation, questionnaire and meetings the other way of doing it is conducting group discussions or quiz on specifc sets of skills/ competencies and making the target group to participate and analyse the overall scores and arrive at the decision as to where do we stand on those set of skills competencies.
If you want any further assistance kindly revert.
Kind regards
Dayanand L GUDDIN
Sr. head- HR
BOBST INDIA
From Singapore, Singapore
Hi Everyone,
This is my first posting on this site, so here goes.
I have been reading with interest various threads over the last few weeks, and I would like to contribute the attached Training Needs Analysis ppt to perhaps help with this issue.
I run a training company in China, and we use variations of this ppt as introduction to clients of the training process.
Hope it helps.
Regards
Ben
From China, Nanjing
This is my first posting on this site, so here goes.
I have been reading with interest various threads over the last few weeks, and I would like to contribute the attached Training Needs Analysis ppt to perhaps help with this issue.
I run a training company in China, and we use variations of this ppt as introduction to clients of the training process.
Hope it helps.
Regards
Ben
From China, Nanjing
TNA could be conducted in a more participatory way throughFocus Group Discussion (FGD) with employees and employers. Employees what they would like to learn and from employers what do they expect from the employees. the other way is that you can conduct a knowldege based on line or live Quiz to check the knowledge of the employees on one particular aspect or subject. This will give you an idea what training they require. Then you need to analyse the gaps and challenges also through observation or you can use some case studies.
From India, Madras
From India, Madras
Dear All,
can anybody provide me the training details for the promotions and Event Managment industry.We are trying to start up the training and Devlopment for all the employees for aceiving the organizational Goals.
So Please help me out ASAP.
Regards,
Ramesh
From India, Bangalore
can anybody provide me the training details for the promotions and Event Managment industry.We are trying to start up the training and Devlopment for all the employees for aceiving the organizational Goals.
So Please help me out ASAP.
Regards,
Ramesh
From India, Bangalore
HI EVERYONE,
first of all, thank you all of you for your valuable input as they will be of great help.Can any one upload any TNA attachement just for a clear view, as TNA is conducted before as well as afterwrds , i often get little stressed out on how can an effective TNA be conducted after the training as its the result that proves your training effectiveness.
Thank you.
Regards,
Pallavi.
From India, Pune
first of all, thank you all of you for your valuable input as they will be of great help.Can any one upload any TNA attachement just for a clear view, as TNA is conducted before as well as afterwrds , i often get little stressed out on how can an effective TNA be conducted after the training as its the result that proves your training effectiveness.
Thank you.
Regards,
Pallavi.
From India, Pune
HI dayanand sir,
first of all, thank you all of you for your valuable input as they will be of great help.Can you upload any TNA attachement just for a clear view, as TNA is conducted before as well as afterwrds , i often get little stressed out on how can an effective TNA be conducted after the training as its the result that proves your training effectiveness.
Thank you.
Regards,
Pallavi.
From India, Pune
first of all, thank you all of you for your valuable input as they will be of great help.Can you upload any TNA attachement just for a clear view, as TNA is conducted before as well as afterwrds , i often get little stressed out on how can an effective TNA be conducted after the training as its the result that proves your training effectiveness.
Thank you.
Regards,
Pallavi.
From India, Pune
Assessment of training needs is a difficult process eventhough the text books give several methods. In practice it is best done by discussions with the line supervisors/Managers. They would be the best persons to give the training needs of those working under them. The other way is to conduct a competency gap analysis. This is much more difficult. The process of defining the competencies required for various categories of employees itself is difficult. We can also ask the employees themselves to indicate their training needs. That is easier. But it is better to give a menu in such cases for the employees to choose from.
From India, Madras
From India, Madras
As much as there are defined ways and methods to conduct a TNA, it's simply a case of persuading the client/department manager/employee to open up and to explain what they find difficult, what they feel uncomfortable doing and openly discussing their jobs.
Group discussions, individual sessions, questionnaires, work-shadowing, opinions of co-workers, superiors, quizzes are all useful ways of collating information and determining where the performance gaps lie.
This TNA could be carried out in a broad sense company-wide to determine what performance gaps there are, regarding all skills and abilities, or it could be limited to a skillset area that has already been identified as needing improvement (English language, sales techniques, presentation skills, etc.)
Once this information has been collated and analysed, it is then up to the training company or HR/Training specialist/manager to devise a method to deal with the situation.
Remember, the answer is not always training, the solution could lie in an incentive scheme, or a hierarchical reshuffle or some other non-training idea.
A man is asked to dig a ditch that is two feet deep:
If the ditch-digger does not know how to dig a ditch two feet deep, then it is a training problem.
If the ditch-digger knows how, but did not do it, then it is some other type of performance problem besides training.
From China, Nanjing
Group discussions, individual sessions, questionnaires, work-shadowing, opinions of co-workers, superiors, quizzes are all useful ways of collating information and determining where the performance gaps lie.
This TNA could be carried out in a broad sense company-wide to determine what performance gaps there are, regarding all skills and abilities, or it could be limited to a skillset area that has already been identified as needing improvement (English language, sales techniques, presentation skills, etc.)
Once this information has been collated and analysed, it is then up to the training company or HR/Training specialist/manager to devise a method to deal with the situation.
Remember, the answer is not always training, the solution could lie in an incentive scheme, or a hierarchical reshuffle or some other non-training idea.
A man is asked to dig a ditch that is two feet deep:
If the ditch-digger does not know how to dig a ditch two feet deep, then it is a training problem.
If the ditch-digger knows how, but did not do it, then it is some other type of performance problem besides training.
From China, Nanjing
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