Professional Documents
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Training Needs Analysis (TNA) is a systematic method for determining what caused performance to be less than expected or required.
The expected organizational performance (EOP) is the level or goal that has been set and is expected of the organization, department or unit in key performance areas (e.g. profits, market share, absenteeism, etc.)
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Process
Output
Training Needs Identify Performance Discrepancy (PD) PD = EP-AP and Cause of PD Nontraining Needs
Operational Analysis Expected Performance (EP) Person Analysis Actual Performance (AP)
ANALYSIS PHASE
(P. Nick Blanchard, and James W. Thacker, 2007, p.100) 13
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An organizational analysis is an examination of an organizations strategy, its goals, objectives, systems, and practices in place to determine how they affect employee performance.
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A person analysis is an examination of the employees in the jobs to determine whether they have the required KSAs to perform at the expected level.
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A customer analysis is an examination of the customers needs, expectation to determine whether they like or unlike for evaluation the quality of service.
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The output phase is your conclusion as whether the PG indicates either training or non-training needs, and in some cases, both.
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Types of TNA
Reactive TNA is a type of TNA that focuses on a performance problem that current exists. Proactive TNA is focusing on a performance problem anticipated in the future.
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The Framework for Conducting a TNA Organizational analysis Operational analysis Person analysis Customer analysis
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The Framework for Conducting a TNA Organizational analysis involves looking at the internal environment of the organization, influences that could affect employee performance, and determining its fit with organizational goals and objectives. It is this analysis that provides identification of PD at the organizational level.
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The Framework for Conducting a TNA The organizational analysis is also an examination of how the internal environment affects job performance. Finally, the organizational analysis identifies constraints on training.
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Organizational analysis
- The mission and strategies, - The resources and allocation of the resources, given the objectives, - The factors in the internal environment and, - The other factors that facilitate an employees ability to meet job performance expectation.
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The Framework for Conducting a TNA Operational analysis examines specific jobs to determine the requirements (KSAs) necessary to get the job done (i.e. expected job performance). This process is generally called a job analysis or task analysis
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The Framework for Conducting a TNA And it requires an extensive analysis of a job to determine all the tasks necessary to perform the job at the expected level. After all tasks are identified, the next step is to determine the KSAs necessary to perform each of the tasks.
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The Framework for Conducting a TNA Each tasks needs to be examined by asking the question, what knowledge, skills, attitudes are necessary to be able to perform this task at the expected level? The KSAs obtained from the analysis are the ones that an incumbent have to perform at the expected level.
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The Framework for Conducting a TNA Person analysis examine those who occupy the jobs to see whether they posses the require KSAs necessary to do the job. Here we measure the actual job performance of those on the job to see whether they are performing at an acceptable level.
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The Framework for Conducting a TNA This task might seem easy enough; simply look at the supervisors appraisal of the incumbents. Other methods are also used to obtain this type of information for example, asking incumbents themselves, or asking coworkers.
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Person analysis Expected performance Actual performance = Performance gap Performance Appraisal Self-Ratings Behavioral Tests Attitude Measures
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Customer analysis
- Survey in cycle of service - Survey by questionnaire, interview, observation. - Study and survey in expectation of customer about the service that they need to find the organizational deficiency.
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Output of TNA
Training-needs Non-Training Needs Non-Training Needs that have no KSA Deficiency reward/punishment incongruence Inadequate or inappropriate feedback and/or Obstacles in the system
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Output of TNA
Non-Training Needs Non-Training Needs that have KSA Deficiency Job-Aids Practice Changing the Job Itself Training needs
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