02 Sep Conducting a Training Needs Analysis
Conducting a Training Needs Analysis
Simon Wallace | 2nd September 2014
Conducting Training Needs Analysis (TNA) is a key activity for a learning organisation determined to repeatedly deliver high performance and continuously improve.
TNA activity involves the systematic gathering of data about existing employees’ capabilities and organisational demands for skills, alongside an analysis of the implications of new and changed roles for changes in capability.
TNA executed effectively will deliver many real benefits over and above improved business results. However, it is my experience that TNA often fails to excite the very top of the organisation to invest in their human capital despite the obvious benefits of improved competency.
My top 3 reasons why TNA is failing are: Strategy, Training Priorities and Involvement.
Meaning effective TNA activity must:
- Understand and follow the strategic direction of the organisation to ensure alignment
- Determine the organisation’s strategic workforce, that is those positions in the organisation’s structure that will make or break the organisation’s results; therefore identifying who and who within their circles to train first
- Establish a TNA committee to ensure involvement of those in the organisation that can make the difference happen
Professional consulting facilitation can help your TNA activity return far more!
Does your organisation carry out effective TNA?
Why do you think TNA often fails?
Time to equip organisations with the knowledge, skills and attitude to facilitate effective TNA activity!
About the Author
Simon Wallace is founder of The Whole Thing Group and passionate about performance improvement. Creative entrepreneur and trusted advisor to some great companies that are achieving great things.