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hr TEAM wins contract to design and deliver a workshop on Training Needs Analysis for one of the largest Housing Associations in the UK
The first phase of this programme involves us in understanding the current status and challenging existing practice in a positive manner. Before we recommend any solution, we want to ensure we fully understand the context and our clients specific needs. We achieve this by asking a range of questions, in this instance including for example;
What are the current feeds into the training team on identified training needs? Performance review? Appraisal? Anything else?
Is there a competence framework in place for all core job roles in the company? If so, is it an integral part of any performance review?
Are a menu of courses offered to the business by the Training Department? If so, what is the current enrolment/validation process?
To what extent is the Training Department responding to line manager's requests for training in specific areas? [i.e. what is the balance of this activity compared to the menu driven approach described above]
What is the current relationship between the training team and line management? Are they seen as training providers or internal consultants who recommend appropriate learning solutions to satisfy individual and business needs?
What is the current process for defining and agreeing training needs?
What mechanisms are in place to measure and evaluate the results of training? Typically, to what level on the Kirkpatrick scale are programmes evaluated to?
Is there a "learning culture" in the business?
One of the key objectives of our training programme is to establish a more rigorous TNA process which will be applied across the team.
Part of the training will look at the key elements of an effective TNA process, which include;
Training needs must be expressed in concise terms, clearly defining the behavioural changes and skill developments required
The desired performance improvements need to be defined and agreed between line management and the training team
The method of measuring the outputs from any development need to be agreed, along with who is accountable for the measurement
In addition to determining the outcomes in people development terms, a "business benefit" should also be agreed
Building on the previous point, TNA should always be considered in the context of the business goals and strategy and this will provide a basis for prioritising different development activities. This links the TNA to the BNA [Business needs analysis]
TNA should be considered in the context of the objectives and roles of specific functions. If a competence framework is in place this should form the basis for determining strengths and gaps.
Defining a process is possibly the easiest part. For a TNA process to be effectively implemented it requires the buy in and support of the line managers as well as the training team. Therefore another key aspect of the programme involves looking at organisation culture and relationships with line management.
Contact us today...to discuss how our Training Needs Analysis workshops can help your training team improve their effectiveness
