Training Needs Analysis
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The process of making training meaningful and cost effective is a must in the current economic climate. Many organisations have wasted resources and training budgets on training programme unnecessarily, without conducting a proper TNA.
Effective Training Needs Analysis (TNA) identifies training gaps or non-training issues. By acquiring the knowledge and skills of TNA, organisations will be able to identify the actual training needs and evaluate its implementation effectiveness. Knowing how to carry out a training needs analysis at organisational, department, job and individual level will give your training the purpose and make it worthwhile.
- Understand the benefits of conducting a TNA for your organisation
- Apply key tools, techniques and methodologies to facilitate an effective TNA
- Discover how TNA links to performance management, organisational strategy and overall effectiveness
- Understand the TNA planning process and the different stages involved
- Identify the different evaluation strategy to demonstrate the value of training and development initiatives
- Know how to develop an action plan for implementing a training evaluation strategy
- Explore the tools, techniques and methodologies when facilitating an effective TNA
Below is an example of the course content. The content can be ‘tailored’ to meet the exact requirements of the client.
- Conventional aims of training needs analysis
- Costs of poor identification of training needs
- Training links to vision, mission and organisational aims
- TNA models
- Identification of needs at individual and organisation level
- Recognising change forces
- Analysing job functions
- Current versus future needs
- Defining the way forward
- The TNA calendar
- The planning board
- What is organisational development?
- Team maturity and development
- Analysing team needs
- Management and leadership development needs
- Contextualising learning and defining needs using different tools
- Performance management
- The role of competency models in performance and learning needs
- Learning interventions – what are the choices?
- Job specifications, appraisals and training needs
- Personal development plans
- Ensuring personal excellence
- Limitations and failures of evaluation methodologies
- Evaluation strategy – the integrated model
- The big debate – does ROI really matter?
- Kirkpatrick ‘four stage model’
- Tools to measure reaction and learning
- Use and limitations of evaluation methodologies
- Learning objectives and setting your measurement criteria
- Tools to measure transfer into the business
The foundation of our training is anchored in activity-based experiential learning. This methodology takes into consideration different learning and communication styles, and more importantly language and cultural differences. It is through active participation that the adoption and application of theory is expedited.
Our training team pays careful attention to planning and designing effective instructional methods essential for the transfer of knowledge. It is the creative skill of our management trainers and consultants that reveal untapped skills of the delegates through:
- Group discussion
- Individual and syndicate activities
- Individual and group tasks
- Case studies
- Role plays
- Audio and video evaluation
- Action planning
- Experiential learning games