How to conduct effective Training Needs Analysis (TNA)?
Common pitfalls are found for company TNA and year-end planning with following:
1. Data collection: no standardized and well-designed survey tools
2. Data analysis: no idea how to screen the valid and focused training needs.
3. Year-end planning: lack of close connection between TNA results and demand survey report, even between year-end plan and company long term strategy.
Solution:
Training needs analysis and Training plan (TNAP=TNA+TP)
TNA
1. Focus on Key issues: Training must serve for the business and be performance improvement oriented
2. Form team for TNA: team collaboration for planning and TNA tools development
3. Collect data: teamwork to collect information about short, medium and long-term training strategy, TP result last year, current training resource etc
4. Analyze data: Task analysis, people analysis and budget planning
5. Create TNA report
Two models:
1. ATD Performance Improvement model
ATD (Association for Training Development) Performance improvement model-4S Methods, commonly used in interview.
Success: What is the successful company, department or employee from their point of view?
Situation: what is your current performance and how much is the gap to ideal situation?
Source: What causes the gap? Training will resolve the gap from the knowledge only, but not the gap from the influencing factors like physical resource, structure and processes.
Solution: includes training and other types of solutions.
2. Goldstein model: organization, task and people.
This model focuses on three dimensions: organization, task and people.
Organizational level TNA will consider the correlation between training and organizational goal.
Task analysis will study the process and identify the needs from respective process and duties.
People analysis will identify the gap between individual current performance and ideal, in order to find out the learning preference.
In a nutshell, the definition of TNA is to collect relative performance data of organization and personnel, identify the gap between current and ideal performance, find out the gap in knowledge, skills and attitude（KSA）of personnel, and finally provide the baseline needs for training activities.
原文：培训需求调研的最高境界：善用方法论[翻译]
小结：
发现当前企业培训需求分析(Training Needs Analysis)和年度计划制定存在共性问题：
1、数据收集方面存在调研工具设计不科学、不规范的问题；
2、数据分析方面存在不知道如何甄别有效的、有针对性的培训需求的问题；
3、年度计划的制定方面存在需求调研结果与需求调研报告、年度计划与战略关联不紧密的问题。
解决方案：
培训需求分析及年度计划制定方法论(TNAP)
培训需求分析TNA
1、 聚焦压力点: 培训和企业的业务起来，有绩效改进的思维。
2、 组建需求调研的团队：团队协作
3、 以团队的方式来搜集需求信息：包括公司短、中、长期的培训战略、上年度培训计划完成情况的分析、公司已有培训资源完备程度等信息
4、 对搜集到的信息进行需求信息的分析，包括工作任务和人员的分析，还要考虑培训费用和预算。
5、 基于需求分析的结果形成需求分析报告
总结：培训需求分析的定义就是，通过收集组织及成员现有绩效的相关信息，找出现有绩效与理想绩效之间的差距，并进一步挖掘组织成员在知识、技能和态度方面的差距，最终为培训活动提供需求的依据。
原文：培训需求调研的最高境界：善用方法论[翻译]
http://mp.weixin.qq.com/s/Q-jXmB5WTJcfWT4yBC8iWA
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