Comments on: Training Needs Analysis: To Skip or Not to Skip is the Question

By: Rick Conlow

Rick Conlow — Tue, 30 Aug 2011 18:43:12 +0000

I also agreed it is true that most of the managers need a quick fix or a easy salutation. I look at it like the key element to consider in any training proposal is figuring out the problem and what you don’t need. Because otherwise it doesn’t make sense for anyone invest in training based on a “guess” then just sit back and hope you were successful. Real training is about job performance.

By: Leslie Allan

Leslie Allan — Wed, 16 Sep 2009 21:51:47 +0000

I find the key element to consider in any training proposal is matching the organization’s need. Many programs are a knee-jerk reaction to someone’s perceived need. So, the delivered program needs to match the training request, but more importantly, the training request needs to match the actual need of the organization.

Leslie Allan
Author: From Training to Enhanced Workplace Performance
http://www.businessperform.com/html/effective_training_tools.html
Twitter: http://twitter.com/leslieallan

By: Chris McGrath

Chris McGrath — Wed, 16 Sep 2009 12:25:16 +0000

As a practicing I/O Psycholgist I find that the key element to consider is the training recipients. In some cases the target group may be able to meet requirements via the use of pre-packaged minimally customizable content already available in the marketplace. In other cases where good training content does not exist, or if the target group requires very specific content and delivery methods matched to educational level for example, then a full needs analysis is best.

By: Purabi Patnaik

Purabi Patnaik — Wed, 16 Sep 2009 09:31:46 +0000

Conducting a training without a needs analysis is like carrying out a research without defining the research problem.

Therefore, the answer to your question of whether we can skip TNA or not is a big NO.

However, the fact remains that most of our project scenarios have crunched timelines and there is always a hurry to get to the tangible job of training development at the earliest. So how do we accomodate an analysis phase into our project cycle.

Well, as an ID-consultant, here’s what I typically do:
1. Donot merely propose but recommend.
2. Remind them about the possible consequences of creating or delivering a training that meets no requirement at all.
3. If there isnt too much that you can do, at the least state your assumptions behind the training design.

By: Pravesh Pushp

Pravesh Pushp — Wed, 16 Sep 2009 09:24:11 +0000

skip, but not properly.

By: RK Prasad

RK Prasad — Wed, 16 Sep 2009 05:40:20 +0000

Thanks, Jiten. These are precisely the situations we need to learn to handle.

By: Jiten Puri

Jiten Puri — Wed, 16 Sep 2009 05:33:13 +0000

Agreed & it is so true that most of the line managers need a quick fix. We recently came across a similar situation where the sales team were not meeting their resp targets & one of the reasons attributed to the same was lack of training ,,, however when we did a brainstorming session with the team we found no. of other reasons to be percieved as the LOOSE link & training was just a miniscule element . Still we delivered the desired training & not much improvement was visible . So i think that unless this practice is imbibed in the DNA of the firm , getting quick fixes will not work for a long time & ineffective training tools / resources will be oartly blamed for business performance.
Regards
Jiten Puri

By: Leslie Allan

Leslie Allan — Tue, 15 Sep 2009 21:45:16 +0000

Great post. Yes, it can be a fine balancing act to keep your client on side whilst designing and delivering an effective training program. Sometimes it’s a matter of steering your client around to considering other possible solutions. One method is to say to your client that you want to make sure that the program has the desired organizational impact in improving performance. Ask them for a few minutes to sit down to talk about their desired outcomes (more sales, less defects, more collaboration, etc) and the necessary workplace behaviors to achieve this. Gently probing questions during this meeting may help your client uncover other issues.

Next, say that you will meet with a representative sample of participants, managers and subject matter experts to work out the learning outcomes and that you think it helpful if your client could attend. Once you get all the major stakeholders in one room, if training is not the solution or the main solution, the stakeholders will quickly let your client know. I’m not saying this is the only approach. However, it is one approach that has worked for me in the past.

Les Allan
Author: From Training to Enhanced Workplace Performance
http://www.businessperform.com/html/effective_training_tools.html
Twitter: http://twitter.com/leslieallan

By: Wendy Guerin

Wendy Guerin — Tue, 15 Sep 2009 19:10:15 +0000

I agree…it absolutely has to be done!! It doesn’t make sense for anyone invest in training based on a “guess” then just sit back and hope you were successful. True training is about job performance. And job performance is integral to delivering business results. You have to effectively identify performance gaps if you want to deliver quality training….which can’t be done without conducting a needs analysis. And sometimes (as we all know) there’s other performance factors that are at play (incentive, standards, conditions, etc.) –and if left unidentified the results will still be less than desirable.