Many people entering the training world sees the TNA process as a 'waste of time', or the beginning of the world, or a process that need not be re-looked at; while in reality, its is a productive step, re-iterative process that is summing up of much previous work, and plan the future needs. The development of TNA is the anchor document for all forms of business/ employee development.

Training Need Analysis (or TNA) is a final step-process of understanding both the business and employee needs in improving business performance. It is an extremely complicated process id sinew without planning or understanding of the nature of business of the trainees.

While there are many versions of TNA in the market; ranging from 3 to 10 step-process, or even the iterative-process TNA, our course will provide the Malaysia HRDCorp along with samples of real-life examples of good and bad designs.

Our course will also be looking at other TNAs requirements that are specific for industries and/ or countries (examples of 3 to 7 step-process TNAs). We will not only prepare the trainees to to be able to make their own TNAs, but also teach on how to prepare extract information necessary from employees or clients and then-on, planning and preparing TNAs based on the gathered information.

NOTE: This course will include examples of good and bad design TNAs, exercises in building your own industry-based TNAs and a thorough step-by-step matrix approach.

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

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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

Your Trainer : Dr. Harjinthar Singh [HRDC (Malaysia) Accredited and AITD (Australia) Professional Member]

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.