COURSE OUTLINE 

(THIS IS A 1 DAY / 7 HOURS COURSE)

MORNING SESSION (9AM -12.30PM)

1. BASICS OF TNA & MINDSET

1.1 Origins of TNA 

1.2 TNA Mindset 

1.3 Scope of TNA 

1.4 TNA Types

1.4.1 Organisational level 

1.4.2 Departmental level 

1.4.3 Individual Level

2. DETERMINE DATA GATHERING METHODS

2.1 Type of Qualitative Data Collection Techniques

2.1.1 Observational Technique 2.1.2 Interviews

2.1.3 Focus Group

2.2 Types of Quantitative Data Collection Techniques

2.2.1 Surveys 2.2.2 Tracking

3. PERFORMANCE GAP ANALYSIS

2.1 Training Gap

2.2 Prepare Data Gathering Instruments

2.3 Administration Process Of Data Gathering

AFTERNOON SESSION (1.30PM - 5PM)

2.4 Data Analysis

2.4.1 Constant Comparison/Grounded Theory 2.4.2 Analytic Induction

2.4.3 Logical Analysis/Matrix Analysis

2.4.4 Quasi-statistics

2.4.5 Event Analysis/Microanalysis

2.4.6 Content Analysis

2.5. Reliability and Validity of Data

3. REPORT TRAINING NEED ANALYSIS FINDINGS

3.1 Determine Training Related Issues

3.2 Determine Non-Training Related Issues 

3.3 Recommend Training Solutions

4. IDENTIFY TRAINING PROGRAMMES ACCORDING TO FINDINGS

4.1 Identify Target Participants

4.2 Select Appropriate Training Programmes 

4.3 Prioritise Selected Training Programmes

5. DISCUSSION : EXAMPLES OF TNA

Your Trainer : Dr. Harjinthar Singh (HRDC Accredited, ACLP and AITD Professional Member)

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REFERENCES:

1. PSMB Train-The-Trainer Certification Programme material (Edition 2019)

2. Malaysia - HRDCorp Training Effectiveness Evaluation (TEE) https://hrdcorp.gov.my/hrd-tee/

3. Singapore - ACLP-WSQ Certification https://www.ssg.gov.sg/wsq.html

4. Australia - AITD-Need Analysis & Evaluation https://www.aitd.com.au/needs-analysis-and-evaluation

WHO SHOULD ATTEND

• Anyone who wants to make TNAs for their organisation or who need more information and an opportunity to practice their skills in designing good TNA that meets the standard of Malaysia HRDCorp requirements.

RATIONALITY

• Learn on how to gather business and employees goals

• Establish the key performance indicators (KPI) and standard operating procedures (SOP) 3. Practise Incremental Development towards planning and assessment of TNA

• Outline the process and adaptation needed for the final training programme preparation 5. Determine scope of TNA using key performance areas (organisation/departments) and employee competency profile/job description so that the 3 levels of TNA are identified

LEARNING OUTCOME

• Anchor the ideas of TNA development in earlier work, giving the learners continuity from the past to the present with clear future gains

• Make clear that the TNA manifesto is a set of values, not a prescription for a particular type of process

• Learn other TNA methods that can help you understand and achieve your targets as required in the TTT certifications in achieving company targets.

• Develop a TNA manifesto that will be the guidance for the organisation needs.

METHODOLOGY

This course is a hands-on and practise-based development of TNAs. We use a number of examples from different methodologies used around world that are based on specific industries development of their TNA, however the mindset, practices and skills learned can be applied to any business/employees and departments.

This course is based on the Train-The-Trainer section of the Training Need Analysis of the Malaysia HRDCorp with additional material from WSQ-Singapore and AITD-Australia as listed in the reference section of this course outline.