Any company stepping into training and development of its workforce should first learn how to properly identify and assess the training needs.

2. Training is the learning process that involves
acquisition of knowledge, sharpening of skill,
concepts, changing of attitude & behaviour that
enhances the performance of the employees.
Training is the process that helps to bridge the
gap between one’s competency at present level
& its desired level. Training is inter related with
the organizational development which is a long
term process that can be achieved by the
training. In the modern scenario training and
development is considered as a retention tool
rather than cost.

3. Training means giving new or current employees
the skills they need to perform their jobs. Today’s work
environment requires employees to be skilled in
performing complex tasks with efficient, cost-effective and
safe manner.
Training is an ‘opportunity’ for
learning, describes the conditions in
which people can learn effectively. To
learn is to “gain knowledge, skill and
ability”. Training cause learning, as a
result of learning development
occurs.

4. 1.Job Requirement
2.Technological Changes
3.Organisational Viability
4.Internal Mobility

5. 1.Higher Productivity
2.Better Quality of Work
3.Less Learning Period
4.Reduced Supervision
5.Cost Reduction
6. Low Accident Rate
7. High Morale
8. Personal Growth
9.Organisational Climate

6.  Orienting new employees to the organisation and their job
 Helping employees perform their current jobs well
 Helping employees quality for the future jobs
 Keeping employees informed
 Providing opportunities for personal development

7. For Employees:
 Self-confidence
 Higher Earnings
 Safety
 Adaptability
 Promotion
 New Skills
 Increased Motivation

8. For the Organisation:
 Increased Productivity
 Higher Levels of Customers
Satisfaction
 Improved Quality
 Increased Innovation in
Strategies and Products
 Reduced Employee Turnover
 Enhanced Company Image

9.  Orientation Training
 Job Training
 Safety Training
 Promotional Training
 Refresher Training
 Remedial Training

10. Why conducting TNI(TNA) ?
 Increases the chances that time & money spent
on training would be spent wisely
 Determines the benchmark for evaluation of
training
 Increases the motivation of the participants
 Provides an essential component in the
implementation of strategic plan
 Allows trainer to present logical explanation, at
the start of training about what is not
happening now (but should be) on the job, and
how the training will be useful
 To find out the alternate action where training
may not be appropriate
 For most types of training, need analysis will
increase the relevance effectiveness of training

11. • Prepare thoroughly
• Follow a structured methodology
• Link training needs with the objectives
of the network
• Gain commitment from members to
participate in the TNA
• Communicate with all those involved
• Ensure you have the skills to conduct the
TNA (analytical and communication)
• Collate the results gathered
• Prioritise the identified training needs
and group them into training categories

12. Macro
• Aligned with strategic goals
• Three levels
– Organisational
– Occupational
– Individual
Micro
• Initiated by performance
problems or change
• Assessment done to clarify
problem, determine if training is
the solution, analyze
performance, and characteristics
of trainees

13. Before conducting a training program it is necessary for the
organisation to find out the need of training, cost effectiveness &
on what topic training is to be covered. It should be suitable to the
organisation current set up & feasibility so that it is beneficial for
both the employees and the organisation.
It is the single most important thing that helps executives
to bridge the gaps between the existing training and training which
will be required in the future.
There are 3 types of Needs:
A. Industry Related Needs
B. Job Related Needs
C. Task Related Needs

15. Types of Analysis:
1. ORGANISATIONAL ANALYSIS
(An analysis of organisation’s strategies, goals and objectives)
a) Analysis of Objectives
b) Resource Utilisation Analysis
c) Organisation Climate Analysis
d) Environment Scanning

16. 2. TASK OR ROLE ANALYSIS
It is a systematic and detailed analysis of jobs to identify job
contents, knowledges, skills and aptitudes required and the work
behaviour. On the part of the job holder, particular attention
should be paid to the tasks to be performed, the methods to be
used, the way employees have learnt these methods and
performance standards required to employees.
Also called OPERATIONAL ANALYSIS,
its purpose is to decide what should be
taught. Questionnaire, interviews, HR
records, reports, tests, observation and
other methods can be used to collect the
information about jobs on the organisation.

17. 3. MANPOWER/PERSON ANALYSIS
It is the analysis, the persons to be trained
and the changes required in the knowledge, skills
and aptitudes of an employee are determined.
Training can be relevant and viable if the three
types of analysis above are carried on
continuously. Moreover, these analysis should be
integrated in a carefully designed and executed
program.

18. Step 1: Determine Desired Outcomes
 Clarify goal of the training and expected business outcomes
 Training goal should correspond to a business objective.
Examples of training goals:
• Improve customer service satisfaction ratings
• Decrease the time it takes to complete service
delivery
• Improve employee morale through better
supervision by management
• Improve the speed at which orders are filled

19. Step 2: Link Desired Outcomes With Employee Behavior
 Identify the competencies (behaviors, skills, qualities and
knowledge) that are linked to desired outcome.
 Collect information and data from subject matter experts to
determine which competencies are critical to achieving the
outcomes.

20. Step 3: Identify Trainable Competencies
 Evaluate the critical competencies and
determine if :
 Abilities one should possess prior to
job entry
 Abilities that can be learned on the
job
 List of critical competencies that are
either elements that should be
considered in hiring practices or
competencies that are amenable to
training.

21. Step 4: Evaluate Competencies and
Determine Performance Gaps
 Evaluate current competencies and identify where there are
gaps between current ability and desired ability
 To evaluate current competency level use:
 Performance evaluations
 Tests
 Surveys
 Self assessments
 Interviews
 Customer feedback

22. Step 5: Prioritize Training Needs
 Identify the percentage of employees who need training on the
competencies.
 Consider the importance of the competencies to the business
objectives .
 Together, the need and the importance will allow you to identify
training priorities.

23. Step 6: Determine How to Conduct
Training
 Consider adult learning theory and best practices
in training on the particular competencies.
 Training methods can range from:
 On the job training (OJT)
 Mentoring and coaching;
 Classroom / lecture
 Web-based / e-learning
 Reading / books
 Conferences
 Academic programs

24. Step 7: Conduct a Cost Benefit Analysis
 Consider the costs associated with the training methods, the extent
to which the training will address the performance gap, and the
impact on business
 Cost factors include:
 Training time
 Content development time (if designed in-house)
 Training provider evaluation (if purchased from vendor)
 Training content delivery method
 Lost productivity from time spent in training
 Travel and logistical expenses

25. Step 8: Planning for Training Evaluation
 Training is only effective if the information is retained and applied
on the job.
 Evaluation of training is critical.

26. When we design training, this
diversity as well as the integration of
practical application and the sustainability
of the format for the working staff should
be taken into account. In the process of
identifying training needs of the
employees of managerial categories, it is
ascertained that the organisation give
special emphasis on each employee to fill
the gap to meet his/her competency level
at various levels of their job. Training and
development has an important, positive
and dynamic part to play in the industrial
economy, particularly in developing the
industries and employees.