This is the second part of the training cycle of the ‘systematic training approach’. Without this stage, it is almost impossible to find out about the needs, contents and other important factors of the effective training programme. Successful completion of this stage leads to form specific objectives for the training programme.
What Training Needs Analysis (TNA) is
Richter (1986) defined ‘training needs analysis’ as a process which is ongoing, watchful to changes and to react to opportunities for improvement. According to The Training Support Unit and Branch 6 (TSD) HM Customs & Excise Training Service Division (1992), TNA is the end result of the process to examine the effectiveness of present and future requirements of training for both individuals and organizations. Heery and Noon (2001) stated Training Needs Analysis as the technique of assessing the ‘gap’ of skills, knowledge of the employees.
So, TNA can be said as a process to find out the ‘gap’ of competency(ies) required performing a job by an individual; and an organisation as a whole.
Importance of TNA
It helps to find out ‘gap’ between required and present competence of job holder. It guides to select content of training programme. Collected information can be used for future purposes. It helps to set objectives of the training. Lippitt and Schindler-Rainman (1975; cited by Bunker et al. 1987) suggested involving outsiders for TNA and information should be checked by insiders. This will eliminate any biasness. Again Davis (1974; cited by Bunker et al. 1987) recommended several methods for better data. TNA helps to collect right needs for training and if it is not done properly, it will result training programme a total waste; even training department, managers, and staffs will be confused.
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