Conducting a Training Needs Analysis Scoring Guide CRITERIA  NON-PERFORMANCE  BASIC  PROFICIENT  DISTINGUISHED  Describe what a training needs analysis is.  Does not identify what a training needs analysis is.  Identifies, but does not describe what a training needs analysis is.  Describes what a training needs analysis is.  Analyzes what a training needs analysis is, using scholarly resources.  Identify the gaps one might expect to uncover in a training needs analysis. Does not identify the gaps one might expect to uncover in a training needs analysis.  Identifies only common gaps one might expect to uncover in a training needs analysis.  Identifies the gaps one might expect to uncover in a training needs analysis.  Describes the gaps one might expect to uncover in a training needs analysis, using real-world examples.  Assess the strategic impact that training on a selected topic would have for the organization. Does not describe the strategic impact that training on a selected topic would have for the organization.  Describes, but does not assess the strategic impact that training on a selected topic would have for the organization.  Assesses the strategic impact that training on a selected topic would have for the organization.  Analyzes the strategic impact that training on a selected topic would have for the organization, presenting both pros and cons.  Assess how training needs have an effect on the organization’s expansion plans. Does not describe how training needs have an effect on the organization’s expansion plans.  Describes, but does not assess how training needs have an effect on the organization’s expansion plans.  Assesses how training needs have an effect on the organization’s expansion plans.  Analyzes how training needs have an effect on the organization’s expansion plans, using real-world organizations for comparison.  Analyze methods for performing a training needs analysis (gap analysis) to determine what trainees know or can do prior to training. Does not describe methods for performing a training needs analysis (gap analysis) to determine what trainees know or can do prior to training.  Describes, but does not analyze methods for performing a training needs analysis (gap analysis) to determine what trainees know or can do prior to training.  Analyzes methods for performing a training needs analysis (gap analysis) to determine what trainees know or can do prior to training.  Analyzes methods for performing a training needs analysis (gap analysis) to determine what trainees know or can do prior to training, and illustrates the most effective methods.  Justify the SMEs selected to interview and the questions asked for the training needs analysis.  Does not analyze the SMEs selected to interview and the questions asked for the training needs analysis.  Analyzes, but does not justify the SMEs selected to interview and the questions asked for the training needs analysis.  Justifies the SMEs selected to interview and the ques.

1. Conducting a Training Needs Analysis Scoring Guide
CRITERIA
NON-PERFORMANCE
BASIC
PROFICIENT
DISTINGUISHED
Describe what a training needs analysis is.
Does not identify what a training needs analysis is.
Identifies, but does not describe what a training needs analysis
is.
Describes what a training needs analysis is.
Analyzes what a training needs analysis is, using scholarly
resources.
Identify the gaps one might expect to uncover in a training
needs analysis.
Does not identify the gaps one might expect to uncover in a
training needs analysis.
Identifies only common gaps one might expect to uncover in a
training needs analysis.
Identifies the gaps one might expect to uncover in a training
needs analysis.
Describes the gaps one might expect to uncover in a training
needs analysis, using real-world examples.
Assess the strategic impact that training on a selected topic
would have for the organization.
Does not describe the strategic impact that training on a
selected topic would have for the organization.
Describes, but does not assess the strategic impact that training
on a selected topic would have for the organization.
Assesses the strategic impact that training on a selected topic
would have for the organization.
Analyzes the strategic impact that training on a selected topic
would have for the organization, presenting both pros and cons.
Assess how training needs have an effect on the organization’s

2. expansion plans.
Does not describe how training needs have an effect on the
organization’s expansion plans.
Describes, but does not assess how training needs have an effect
on the organization’s expansion plans.
Assesses how training needs have an effect on the
organization’s expansion plans.
Analyzes how training needs have an effect on the
organization’s expansion plans, using real-world organizations
for comparison.
Analyze methods for performing a training needs analysis (gap
analysis) to determine what trainees know or can do prior to
training.
Does not describe methods for performing a training needs
analysis (gap analysis) to determine what trainees know or can
do prior to training.
Describes, but does not analyze methods for performing a
training needs analysis (gap analysis) to determine what
trainees know or can do prior to training.
Analyzes methods for performing a training needs analysis (gap
analysis) to determine what trainees know or can do prior to
training.
Analyzes methods for performing a training needs analysis (gap
analysis) to determine what trainees know or can do prior to
training, and illustrates the most effective methods.
Justify the SMEs selected to interview and the questions asked
for the training needs analysis.
Does not analyze the SMEs selected to interview and the
questions asked for the training needs analysis.
Analyzes, but does not justify the SMEs selected to interview
and the questions asked for the training needs analysis.
Justifies the SMEs selected to interview and the questions asked
for the training needs analysis.
Justifies the SMEs selected to interview and the questions asked
for the training needs analysis, and summarizes other results
obtained in the simulation.

3. Overview
After completing the interviews you conduct in the CapraTek:
Training Needs Assessment simulation, use your downloaded
copy of the simulation results, and write 5–6 pages focused on
gap analysis, including its strategic impact on an organization,
and your simulation experience for conducting a training needs
analysis that is the basis for an effective training and
development program design.
For this assessment, you will use the CapraTek: Training Needs
Assessment simulation. Using this simulation, featuring a
fictitious technology organization, will require you to make
some decisions about which employees to gather data from, and
about what data to utilize and interpret in your assessment. The
goal of developing this data is to drive employee performance
in the direction of the organizational strategy.
SHOW LESS
Note: The assessments in this course build upon each other to
form a training and development program, so you are strongly
encouraged to complete them in sequence.
By successfully completing this assessment, you will
demonstrate your proficiency in the following course
competencies and assessment criteria:
· Competency 1: Assess an organization's strategic plan for
training.
. Assess the strategic impact that training on a selected topic
would have for the organization.
. Assess how training needs have an effect on the organization's
expansion plans.
· Competency 2: Demonstrate effective training program design,
development, and implementation.
. Describe what a training needs analysis is.
. Analyze methods for performing a training needs analysis (gap
analysis) to determine what trainees know or can do prior to
training.

4. . Identify the gaps one might expect to uncover in a training
needs analysis.
. Justify the SMEs selected to interview and the questions asked
for the training needs analysis.
Context
The first and most critical step of designing a training and
development program is to conduct a training needs analysis (or
assessment) to identify actual training needs. This is often
referred to as a gap analysis because the gap is the difference
between what the employees currently know and what they need
to know.
In developing a training and development program, you often
interview subject matter experts (SMEs) to gather data on
training needs. This assessment asks you to imagine yourself in
the role of a training consultant who will be developing a
training program, and the simulation's design demonstrates how
to create strong questions for SMEs and how to use the
interviews to obtain key documentation and data about training
needs.
In this assessment, you will practice performing a training
needs analysis (TNA) by selecting whom to interview and
deciding what data to gather in order to identify gaps in trainee
knowledge. You will summarize your findings using a TNA
format. Include what trainees should know (or be able to do),
and then using your findings, identify what they currently know
(or can do). The gap will determine the learning objectives on a
specific topic that the trainees should meet during the program
you design and develop in this course. Using Bloom's
Taxonomy, a model that classifies levels of learning, can help
you successfully prepare learning objectives for trainees at the
proper level of human cognition: knowledge, comprehension,
application, analysis, synthesis, or evaluation.
Questions to consider
As you work to complete this assessment, you may find it

5. helpful to consider the questions below. You are encouraged to
discuss them with a fellow learner, a work associate, an
interested friend, or a member of the business community, in
order to deepen your understanding of the topics
· What are the challenges of aligning training efforts with an
organization's overall strategic plan?
· What competencies might you need to develop to lead
strategically?
· What impacts do generational differences have on employee
training and development?
· What steps do you follow to develop an effective TNA?
Required Resources
The following resources are required to complete the
assessment.
Capella Multimedia
Click the link provided below to complete the following
simulation activity:
· CapraTek Training Needs Assessment | Transcript.
SHOW LESS
Suggested Resources
The following optional resources are provided to support you in
completing the assessment or to provide a helpful context. For
additional resources, refer to the Research Resources and
Supplemental Resources in the left navigation menu of your
courseroom.
Capella Multimedia
Click the links provided below to view the following
multimedia pieces:
· Bloom's Taxonomy | Transcript.
· Strategic Training Development | Transcript.
Library Resources
The following e-books or articles from the Capella University
Library are linked directly in this course.
· Hughes, R., & Beatty, K. (2005). Five steps to leading
strategically. Training & Development, 59(12), 45–47.
· Spicer, C. (2009). Building a competency

6. model. HRMagazine, 54(4), 34–36.
· Zemke, R. (1998). How to do a needs assessment when you
think you don't have time. Training, 35(3), 38–44.
Course Library Guide
A Capella University library guide has been created specifically
for your use in this course. You are encouraged to refer to the
resources in the BUS-FP4047 – Employee Training and
Development Library Guide to help direct your research.
Internet Resources
Access the following resources by clicking the links provided.
Please note that URLs change frequently. Permissions for the
following links have been either granted or deemed appropriate
for educational use at the time of course publication.
· Association for Talent Development. (2014). Retrieved from
https://www.td.org/
· Bishop, T. (2013). Jeff Bezos explains the next step in
Amazon's strategy—the 'hardest and coolest' part. Retrieved
from http://www.geekwire.com/2013/jeff-bezos-explains-step-
amazons-strategy-hardest-coolest-part/
· CBS News. (2008). The millennials are coming! [Video]
| Transcript. Retrieved from
http://www.cbsnews.com/videos/the-millennials-are-coming/
· West Midland Family Center. (n.d.). Generational differences
chart. Retrieved from
http://www.wmfc.org/uploads/GenerationalDifferencesChart.pdf
Bookstore Resources
The resources listed below are relevant to the topics and
assessments in this course and are not required. Unless noted
otherwise, these materials are available for purchase from
the Capella University Bookstore. When searching the
bookstore, be sure to look for the Course ID with the specific –
FP (FlexPath) course designation.
· Blanchard, N. P., & Thacker, J. (2013). Effective training (5th
ed.). Upper Saddle River, NJ: Prentice Hall.
. Chapter 1.

7. . Chapter 2.
Instructions
Preparation
Complete the CapraTek: Training Needs Assessment simulation
activity. This simulation will help you understand how to create
strong questions, select appropriate subject matter experts, and
gain the understanding of how and where to locate key
information related to an organization's (CapraTek's) training
needs.
· Familiarize yourself with the scenario and the information on
the home panel of the media piece before you proceed to the
activity.
· This TNA simulation uses navigation that requires you to
complete certain steps before moving on to the next step.
· You will have the opportunity to go through the activity
multiple times to see how different decisions affect the
outcome.
· Be sure to download your results after completing this
simulation; you will use them in this assessment.
Requirements
For this assessment, complete the following:
· Assess the strategic impact that training on a selected topic
would have for the organization.
· Assess how training needs have an effect on the organization's
expansion plans.
· Describe what a training needs analysis is.
· Analyze methods for performing a training needs analysis (gap
analysis) to determine what trainees know or can do prior to
training.
· Identify the gaps one might expect to uncover in a training
needs analysis.
· Justify the SMEs selected to interview and the questions asked
for the training needs analysis.
Additional Requirements
· Written communication: Written communication is in a
professional style with correct grammar, usage, and mechanics.

8. · APA formatting: Resources and citations are formatted
according to current APA style.
· Headings: Incorporate level headings according to current
APA style.
· Length: A typical response will be 5–6 typed, double-spaced
pages.
· Font and font size: Times New Roman, 12 point.
· References: As needed.