Training Needs Assessment Systems (TNA)

The process for developing competencies varies widely from organization to organization. One can contrast,
for example, the DACUM approach which is a concise method based on a panel of subject matter experts
and takes a few days, to that of formal Occupational Analysis studies which often take up to one year. A
typical generic process for competency development might include the following steps:
Document search (mission, business plan, job descriptions, generic profiles, competency
dictionaries, databases)
Expert Panel to determine: Future needs and Superior performers
Interviews
Draft list of competencies
Validate through focus groups
Assess gaps (variety of instruments: e.g. self-scored questionnaire, 360 degree evaluations,
standardized tests)
Validate testing through supervisor interviews
Collate and prioritize training needs.

1. Training Needs Survey

Asks key people what knowledge and skills they think or feel performers require to do their job
Prioritizes the knowledge and skills recommended and summarizes them as a training agenda or
curriculum.

Most likely to be useful in the following circumstances:

when new business opportunities arise
when a new system/work technology must be implemented
when existing training programs must be revised or updated
when new job responsibilities must be assumed by people
when jobs must be upgraded
when organizations undergo downsizing

when organizations experience rapid growth.

Advantages

Disadvantages

not precise or specific

based on opinion
difficult to validate
difficult to set priorities
difficult to relate to output or to evaluate the importance of training
once you ask people what training they feel is important you create an
implicit expectation that you will deliver it.

fast, inexpensive
broad involvement
low-risk
low-visibility

2. Competency Studies

Asks key people what competencies they think performers require to do the job
Determines the knowledge and skills required to attain the stated competencies
Prioritizes the knowledge and skills recommended and summarizes as a training agenda or
curriculum.

Most effective when:

competencies for management, supervisory, or professional jobs must be identified

a credible system or template for recruiting, hiring, developing, and promoting must be developed.

Advantages

Disadvantages

 relatively fast, inexpensive

broad involvement
consensus creating
in addition to training needs
articulation and agreement, success
profile for performer
helps to identify generic training
needs covering a broad population

difficult to assess relative importance of competencies

difficult to relate to output or to evaluate training
difficult to set importance for knowledge and skills input
consensus will not necessarily identify the critical differences between
exemplary and average performance
does not address other factors including performance
can be highly visible

3. Task Analysis

Determines what tasks are required of the performer for the job to be performed correctly and
successfully
Determines the knowledge and skills required to correctly perform the tasks
Identifies priorities among the tasks, and thereby the knowledge and skills, and summarizes as a
training agenda or curriculum.

Most effective under the following circumstances:

when new or existing job descriptions or profiles for managerial and non-managerial jobs must be
developed as part of performance management system
when jobs must be redesigned and tasks (knowledge, skills, and abilities) for each job indemnified

when a consistent set of training requirements must be created, especially those involving highly
technical or specialized job functions

Advantages

Disadvantages

precise identification of tasks and

required knowledge and skills
is a form of output that can be
measured
broad involvement
objective validation by observation

takes time and skill

visible
difficult to assess relative importance of tasks and therefore difficult to set
priorities for knowledge and skills input
does not address other factors affecting performance.

4. Performance Analysis

Determines what performance is required

Determines the critical job output or accomplishments
Determines what tasks are required of the trainee-performer to produce the job outputs or
accomplishments
Determines the knowledge and skills required to correctly perform the tasks identified
Determines the other factors (in addition to knowledge and skills) that influence job performance such as job design, resources, and feedback
Prioritizes the knowledge and skills required based on impact on job performance and summarizes
these as a training agenda or curriculum
Summarizes recommendations to modify negative influences on performance as identified above.

Most effective when:

identifying individual training needs
when annual training plans need to be developed

when an organization has an effective

performance management process.

Advantages

Disadvantages

links knowledge and skills

requirements to job performance
can validate, evaluate
addresses other factors affecting
performance
impact of training outputs is
established and therfore can prioritize
knowledge and skills input

takes time and skill

visible