Training needs analysis (TNA) is a systematic process that identifies gaps between current and desired employee performance. It plays a crucial role in designing effective training programs to enhance individual and organizational performance. In this essay, we will provide a comprehensive overview of the various levels of TNA and their respective limitations. Furthermore, we will discuss the steps involved in applying each level of TNA. For more about the definition of TNA, TNA Meaning.
In 1961, McGehe and Thayer introduced the TNA model which consists of three levels – organizational, operational, and individual. This three-fold approach is the foundation of TNA framework, upon which subsequent models are largely built. The levels are now referred to as Organization-Task-Person (OTP).
The Organizational Level
During the initial stage of Training Needs Analysis (TNA), the first level involved is the Organizational Analysis. This level seeks to determine the main focus area for the company’s training program. As per Bin Arshad et al. (2015), the company’s strategic direction should be considered while performing the training analysis. Sarker et al. (2013) also emphasize that organizational analysis helps align training with the company’s strategy. The purpose of this analysis, as explained by Kamila Ludwikowska (2018), is to identify the weaknesses that need improvement and decide whether training can help improve them or not. To conduct TNA at this level, several steps need to be followed.
The Organizational Level Steps:
The first step in TNA at the organizational level is to match the organization’s training requirements with its overall strategy. Organizational analysis involves aligning training programs with the organization’s mission, vision, and objectives to enable their accomplishment. For example, if the organization’s strategy is to expand into new markets, it may need to provide training to its employees on cultural awareness and language skills. To ensure that the training is in line with the organization’s strategy, it is essential to include key stakeholders in the TNA process, such as senior management, department heads, and other important personnel who can provide insight into the organization’s strategic objectives.
Furthermore, the second step in TNA at the organizational level is to identify performance gaps. Performance gaps refer to the difference between the expected level of performance and the current level of performance. Identifying these gaps is crucial for organizations to determine where training is necessary in order to improve performance. But how can we identify these gaps? There are various ways to do this, such as through appraisals, feedback from customers and clients, and data analysis. For instance, if customer complaints indicate that employees are not providing satisfactory customer service, it could imply a performance gap that requires training.
Lastly, the third step in TNA at the organizational level is to determine the training objectives. These objectives are the goals that an organization aims to achieve through its training programs. To ensure effectiveness, the training objectives need to align with the organization’s overall strategy, as well as the identified performance gaps. Analyzing the organization’s strategic goals can help identify the specific skills and knowledge required to achieve them. For instance, if the organizational goal is to boost sales, the training objectives may include improving sales techniques, developing customer relationship skills, and enhancing product knowledge (Ludwikowska, 2018).
The Individual Level
At the second level of TNA, known as the individual level, an individual analysis should be conducted to determine which employees require training due to a lack of knowledge, skills, ability, or other factors resulting in low performance. This analysis assesses employee readiness for training and identifies the type of employee who will participate in the training through surveys, document analysis, and objective record analysis. There are many steps involved in applying TNA at this level.
The Individual Level Steps
The first step in TNA at the individual level is to assess the skills and knowledge of individual employees, which can be done through self-assessment, skills tests, and performance evaluations. This helps identify specific areas where employees may require training and development.
Furthermore, the second step is to consider the career development and aspirations of employees. Understanding their career goals and aspirations is important in identifying the skills and knowledge they need to advance in their careers. Aligning training with employees‘ career aspirations can increase their engagement and motivation.
Finally, the third step in TNA at the individual level is to develop personal development plans for employees. These plans outline the specific training and development activities that employees need to undertake to address their skills and knowledge gaps and achieve their career goals. They can include a combination of on-the-job training, formal training programs, mentoring, and coaching. Personal development plans should be developed collaboratively with employees to ensure that the training programs are tailored to their specific needs and goals.
The Operational Level
Now, let’s move to the third level of TNA, the operational level, the company carries out job or task analysis to determine the essential skills and knowledge required for employees to perform their tasks. Operational analysis, also known as job analysis, helps identify the training content necessary for employees to complete their tasks efficiently and effectively. The objective of job-level analysis is to identify the knowledge, skills, and attitudes required to perform specific responsibilities associated with a job. According to McGehe and Thayer (1961), operational analysis is a critical aspect of the employee training process and it’s essential in determining the skills and knowledge that should be prioritized during employee training. To conduct TNA at this level, several steps need to be followed.
The Operational Level Steps:
The first step is to conduct a job analysis and identify tasks. This involves identifying the specific tasks and responsibilities required for each job role in the organization. Job analysis can be done through interviews, observations, and surveys. Once the tasks and responsibilities are identified, the specific skills and knowledge required for each job role can be determined.
Moreover, the second step in TNA is conducting a competency assessment. This involves evaluating employees‘ skills and knowledge in specific job roles. Competency assessment can be done through performance appraisals, skills tests, and observation. It helps identify the gaps in employees‘ skills and knowledge, allowing organizations to design training programs to address those gaps.
Furthermore, the third step in TNA is conducting individual and group needs assessments. Individual needs assessment involves evaluating the training needs of individual employees based on their specific job roles, competencies, and career aspirations. Group needs assessment involves identifying common training needs among employees who perform similar job roles. These assessments can be done through surveys, interviews, and focus groups. The information gathered from these assessments helps tailor training programs to the specific needs of individuals and groups, ensuring that the training is relevant and effective (Ferreira et al, 2015).
To get a comprehensive framework for assessing training needs within an organization, it’s important to analyze the three levels of training needs – organizational, operational, and individual. However, it’s also important to understand the limitations of these levels.
Conclusion:
Overall, McGehe and Thayer’s three levels of TNA provide a comprehensive approach to identifying training needs at different levels within an organization. By considering organizational goals, job tasks, and individual capabilities, trainers can design targeted training programs that address specific needs effectively. Subsequent models in TNA have expanded upon this framework but continue to build upon its solid foundation.
Author: Ghaith Alrai
Editing and proofreading: Rajaa Mahmoud
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