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Training Needs Assessment

A training needs assessment identifies the current level of competency for a specific individual or group in one area or more and then compares that competency level to the required standard established for their positions or other positions within the organization. The difference between the current and required competencies – globally known as the gap analysis – is often referred to as the Training Needs Assessment (TNA).

At Meirc Training & Consulting, we have been conducting TNAs for decades and the experience we have gathered in this domain is extensive. As a training provider, we believe that a high return on learning can only be achieved if the training provided is based on an objective TNA. To this end, we employ several methodologies to conduct the TNAs and we always work hard to validate the outcomes of the TNA before considering it final.

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The approach we use in implementing our succession planning solution is based on the 5 steps in the diagram shown below:

The Methodologies – Explained
Business Plan Analysis

In this methodology, Meirc will analyze the organizational strategy in order to extract the Critical Success Factors (CSFs) which are then sorted into Key Performance Areas (KPAs), core competencies and values. The KPAs extracted will form the outputs required by the organization whereas the competencies will form the inputs – hence the training needs.

Performance Analysis

Using this methodology, Meirc will review the appraisals for the targeted group or for a diagonal slice across the organizational chart – if the large size of the pool warrants so. The findings from the appraisals’ review will then be analyzed and grouped into competencies, core and technical and these will form the basis for the TNA.

Job Analysis

In this methodology, Meirc will review the job descriptions for the targeted group or for a diagonal slice across the organizational chart – if the large size of the pool warrants so. The findings from the JD analyses will then be grouped into competencies, core and technical and these will form the basis for the TNA.

Assessment Centers

Using this methodology, Meirc will conduct an assessment center for the targeted audience using a basket of assessment techniques. The ‘center’ will produce a gap analysis which will be linked to an individual or personal development plan for each assessed candidate.

Surveys

In this methodology, Meirc will design and distribute a TNA survey for a reliable sample of employees across the organization. The results from the survey are then analyzed and grouped into core and technical competencies, which will form the basis of the TNA.

Focus Group

Using this methodology, Meirc will facilitate several focus group discussions aimed at uncovering the critical issues and challenges facing the organization – from various perspectives. The results of the discussions will then be analyzed and translated into a set of training needs, grouped by core and technical competencies.

The Process – In Brief
1
In Step 1, Meirc subject matter experts will meet with the TNA sponsors and/or stakeholders to explain the methodologies with emphasis on pros and cons of each
2
In Step 2, Meirc will review samples of existing documentation, such as business plans, job descriptions and performance appraisals to determine their suitability for the TNA
3
In Step 3, Meirc will utilize findings from Steps 1 and 2 to recommend the most suitable TNA methodology for the client
4
In Step 4, Meirc will implement the TNA while keeping the project’s sponsor up to date on its progress
5
In Step 5, Meirc will analyze the data gathered in Step 5, produce a draft of the TNA report, and share it with project sponsor and/or stakeholders for feedback
5
In Step 6, Meirc will produce the final report and present it to project sponsor
The Deliverable

The TNA produced by Meirc Training & Consulting will reflect the level of competence established for each of the assessed roles, the current level obtained from the TNA methodology employed and the resulting gap. The TNA will also show the recommended training associated with each gap. In essence, the TNA will be based on the following template:

In preparation for our call

We strongly recommend that you have as many of the following inputs ready as possible:

  • The current organizational and HR strategy documents OR access to the HR senior management team.
  • The existing job descriptions (if available) and access to role incumbents and their direct supervisors/managers.
  • The existing performance management review forms and/or summary of the development section results.
  • The existing competency framework or access to it

The availability of the above will expedite the process of creating a custom fit proposal for your consulting need.

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