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Slide 1: Training Needs Analysis Guide /mnt/generator/20111030/1092891/p/fO_i18_ImNz/src/slide/TrainingNeedsAnalysi-.doc -1-
Slide 2: Developing a Training Plan for the Network Training Needs Analysis A professional comprehensive Training Needs Analysis (TNA) is required to be done in order to provide the Network with concrete data and information to make informed decisions on the direction of the Network. Remember, it is also a requirement for the Skillnets Application. If you are using a Consultant to conduct your TNA, ensure they are experienced at conducting TNAs, are well briefed on the Skillnets Network Model, and have clear objectives and timeframes agreed with them. Why do a Training Needs Analysis (TNA)? A TNA provides information on the training and skills development requirements of all members of your network. It is one of the key steps in preparing a training plan and will provide you with information on which to base your Network’s two-year training plan for 2008-9. It enables you to; • • • • • • • identify the gap between current and required levels of knowledge, skills and attitude identify what the general content of training should be form the foundation of a training plan provide a baseline for the evaluation of a training plan ensure that appropriate and relevant training is delivered maximise use of scarce resources ensure the continuing motivation, interest and satisfaction levels of network members What is a Training Needs Analysis (TNA)? Basically a TNA is the analysis of gaps in knowledge/skills and identifies what employees of the member companies will need to learn in order to be fully competent in the jobs they are doing now and will be doing in the future. A TNA is the systematic investigation of training needs within an organization or group of organizations. It is part of a process which integrates training with the business or development plans of such organisations. There is no point in training for training’s sake. It must be relevant to Network Members and meet their needs and build on their existing skills levels. It is a tool utilized to identify what training courses or activities should be undertaken by employees to improve their productivity. The focus should be placed on the common needs identified by member companies that add value and impact on their competitiveness. /mnt/generator/20111030/1092891/p/fO_i18_ImNz/src/slide/TrainingNeedsAnalysi-.doc -2-
Slide 3: The TNA will demonstrate the training needs of your Member companies, gaps in provision in the Sector/Region and areas in which to develop new training. A good TNA will address the following questions • • • • • • • • • • • • • What are the important demand factors in this sector/region? What are the competitive issues facing the companies? How will training make a difference in productivity and competitiveness of members? What level and type of training are member companies currently doing? What are the specific training needs in each company? What are member companies training budgets? Does the company have a dedicated training manager/function? Who are our target participant group/s? Which training programmes should be given priority? What is our members level of demand for certified training? What length of courses should we offer – how much time will staff be released for? What method/s of delivery shall we use? What new courses will the Network develop? The TNA would provide answers to the following for each company • • • • • What are the key roles/areas in the Company? What are the key skills linked with each of these roles/areas? What are key skills gaps? How many people need to be trained? What is the time frame/critical milestone dates? What are the key steps in conducting an effective TNA for learning Network? Planning is integral to a successful TNA. Before you start: • • • • • • Prepare thoroughly Follow a structured methodology Link training needs with the objectives of the network Gain commitment from members to participate in the TNA Communicate with all those involved Ensure you have the skills to conduct the TNA (analytical and communication) /mnt/generator/20111030/1092891/p/fO_i18_ImNz/src/slide/TrainingNeedsAnalysi-.doc -3-
Slide 4: • Brief any consultant fully on Skillnets Model and the Networks aims for the TNA Collecting information for a Training Needs Analysis There are various ways to collect information which can be utilized individually or in combination with each other. It is advisable to use more than one tool to get a better view of the full picture. Typical methods include: • • • • • • Surveys Focus group meetings Individual interviews Reviewing existing documents Discussions of steering group Discussions with relevant bodies Surveys Surveys have advantages and disadvantages and analyses based solely on these could be questionable. Surveys are beneficial because many people can be polled in a short period of time. They can be easily analysed and be quite cheap to administer. However, return rates can be low, it is difficult to design a good questionnaire and many people do not like completing them. Surveys should take the form of a questionnaire and can include close-ended or open-ended questions, or a series of both. Close-ended questions require the respondent stay within certain perimeters set by the person who created the survey. Being that the answers are limited, tabulating the data is simple. Open-ended questions allow the respondant to provide more feedback and introduce new ideas that may not have been considered initially, although tallying the results may be more difficult. A good option during the creation of a survey would be to include a combination of both close-ended and openended questions. Things to consider:     Keep surveys brief. More member companies will be willing to complete them and tallying the results will be more manageable. Surveys can provide first level data which can then be explored deeper with focus groups. Ensure respondents are assured of confidentiality Request that the person completing the survey on behalf of a company consults others within their organization to ensure that all training needs are identified. /mnt/generator/20111030/1092891/p/fO_i18_ImNz/src/slide/TrainingNeedsAnalysi-.doc -4-
Slide 5: See Appendix One for Tips on Doing an Effective Survey See Appendix Two for a Sample template of a Survey Focus Groups Focus groups allow for small group interaction, allowing the Network to uncover details about their target audience and their requirements. Brainstorming is encouraged allowing for an exchange of new ideas and a revelation of what training may be needed. Focus Groups need to be carefully planned facilitated discussions that obtain thoughts and views from participants on areas such as Focus Groups to identify needs  business challenges faced by members and sector/region  company training needs and skills deficiencies,  common training & development needs  current training approaches and providers  review of what types of training work best for this target group/sector.  gaps in current training provision either locally or at all  identify new training the network could develop  members view of certified training and willingness to participate  any regulatory requirements for training or changes in this arena Focus Groups to develop training plan  reviewing what training needs identified are to be prioritized  identifying the most suitable methods of delivery  assess what resources are available within Network e.g. training materials, training facilities, trainers Focus Group meetings should be at least ninety minutes long to initially break the ice and for participants to become comfortable enough to express their thoughts. Depending on time limits, focus groups can be held once or repeated. Individual Interviews These can be an efficient, flexible and rewarding way of gathering information on each member company. Review company goals and mission statement - A brief review of the company’s past and where they are headed for the future may reveal valuable information for training. A comparison should be made of what employees are currently doing and what will be expected of them as the company continues to grow and change. Follow an agreed interview format with each company to ensure a common approach and for ease of collation and subsequent analysis. Reviewing Existing Documents /mnt/generator/20111030/1092891/p/fO_i18_ImNz/src/slide/TrainingNeedsAnalysi-.doc -5-
Slide 6: This involves researching and noting what is going on – ‘getting the feel’ of the needs of the sector/region. This may include reviews of sector specific reports, national plans, reviews of member business plans or policy statements. Discussions with relevant Bodies It is often beneficial to consult with professional bodies of the Industry who have a high level view of the needs and upcoming skills deficits of the sector. Meetings with Steering Group These meetings shall be vital in determining the strategy employed in conducting your TNA, in determining the core objectives of the Network and ensuring that the TNA captures as much information as possible. Steering Group meetings also play a key role in reviewing the results of the TNA and determining what training needs will be prioritised and presented in the Training Plan. Setting Training Objectives Goals Upon analysis and review of the comprehensive TNA findings the Network can then develop the two year training plan. Assess the needs of the member companies and see what training can be achieved and fits within the overall vision of the Network. Ensure that the training proposed in the Training Plan can be delivered and will attract match funding from course participants as the Training proposed in the Skillnets Application Form informs the targets set for the two year programme. Set SMART targets – ensure they are stretching yet realistic S M A R T specific measurable achievable realistic timed (defined deadline) When developing your two-year training budget conduct research in the training market to ensure that your budget is also realistic and achievable e.g. - what are consultants charging? - how much does training delivery cost? - what courses are out there already? /mnt/generator/20111030/1092891/p/fO_i18_ImNz/src/slide/TrainingNeedsAnalysi-.doc -6-
Slide 7: Preparing a Summary Report of the TNA When preparing a Network Training Plan, added care and time must be taken to collate the member company results and present in an overall summary format as part of the Application Form. Submitting an Application Form The application must be submitted by 5pm 24 September 2007. Ensure to keep in touch with your Skillnets Development Phase Support Manager to ensure that you are completing the form correctly and presenting this Network in its best light. /mnt/generator/20111030/1092891/p/fO_i18_ImNz/src/slide/TrainingNeedsAnalysi-.doc -7-
Slide 8: Appendix One How do you create a good survey to generate the results you are looking for? 1. Don’t write a book. Keep it brief. Brainstorm and write and down all the questions you might want to ask, then review the list and go with only the absolutely most important. 2. Avoid two part questions. When creating a question, include only one topic at a time and split the question into two separate questions if necessary. 3. Keep each question as brief as possible. Long sentences run the risk of losing your participants' attention and create a bigger chance of causing confusion. 4. Avoid leading questions. Write the question in such a way that your client will be free to answer what they truly FEEL rather than forcing them to provide what you THINK they need. e.g. What types of computer training will your staff benefit from? 5. Provide clear, to the point, instructions at the top of the survey. To net good results, don’t just assume the person filling out the survey knows what you are looking for. They may perceive things incorrectly or may try to fill out your survey based on the format of other surveys they’ve taken. Make it clear from the beginning otherwise your results may not be accurate. 6. Do not limit yourself to one type of question throughout the entire survey. Utilize varying formats to extract the appropriate information. Types of popular survey questions include: a) Rate the topic on a scale of 1 to 5 with 1 being the least likely and 5 being the most likely. b) Tick all that apply c) Choose one of the following d) Open-ended questions that allow the participants to fill in one to two sentences. 7. Provide the survey in a way that is most convenient to your member. There are several ways to have a survey completed. You can mail them hard copies or attach them in an email for them to download and print out at their convenience. You could consider building an on-line survey. There are many survey sites on the web that help you easily create surveys. For a small fee, you can set up an account, create the survey and send a link to your client inviting them to fill out the survey online from whatever location they choose. This creates freedom to do it from their work office or even their home if they’d like. Many survey companies even tally up results, allowing you to analyze and export various types of data. For example Survey Monkey ( www.surveymonkey.com). /mnt/generator/20111030/1092891/p/fO_i18_ImNz/src/slide/TrainingNeedsAnalysi-.doc -8-
Slide 9: APPENDIX 2 SAMPLE - COMPANY TRAINING NEEDS ANALYSIS TEMPLATE Company Name: No of Employees: Rank the Skills Required as follows: 1 = Essential, 2 = Required, 3 = Nice to Have Area/Department/Job Employee Type in Role Area/Job Role Key Skills Gaps Required in this Area/ Job role Priority Ranking Number of staff in role/ area Number to be trained Proposed Dates /mnt/generator/20111030/1092891/p/fO_i18_ImNz/src/slide/TrainingNeedsAnalysi-.doc -9-