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Training Needs Assessment (TNA). By: Rainer Zachmann. Unit: M03U02. Content. Why assess training needs? Approach of TNA Semi-structured interviewing. Introduction. Training needs assessment (TNA) gives guidance for a productive training event.

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training needs assessment tna

Training Needs Assessment(TNA)

By: Rainer Zachmann

Unit: M03U02

content
Content
  • Why assess training needs?
  • Approach of TNA
  • Semi-structured interviewing
introduction
Introduction
  • Training needs assessment (TNA)gives guidance for a productive training event.
  • Unit M03U02 helps to plan and implement TNA.
introduction1
Introduction
  • TNA clarifies whether training is the solution to a problem.
  • Trainers decide how the factors described are relevant for TNA.
why assess training needs1
Why assess training needs?
  • Training on PGIS is diverse and complex.
  • TNA should be an open-ended, flexible and dynamic process.
  • A training programme depends on the context.
why assess training needs2
Why assess training needs?
  • TNA determines the current and desired performance; the difference, or gap, is the needed learning.
  • TNA includes the political, economic, social and cultural environment and the physical and human resources available.
why assess training needs3
Why assess training needs?
  • TNA collects information on knowledge, skills and attitudes (KSA) needed for the job.
  • Participatory involvement of trainees is necessary to ensure a sense of ownership commitment, and accomplishment of objectives.
include relevant stakeholders
Include relevant stakeholders
  • Stakeholders help identify:
    • sources of information;
    • administrative and technical challenges;
    • possible obstacles and proposed solutions.
what does tna determine
What does TNA determine?
  • Whether there is a real training need.
  • The root causes of poor performance.
  • The desired performance level (i.e. the expected results of training).
what does tna determine1
What does TNA determine?
  • Baseline data for planning content and scope of training.
  • Possible support from stakeholders, concerned organisations and prospective participants.
relevancy
Relevancy
  • Trainers decide to what extent these steps are relevant for TNA:
    • identify stakeholders with relevance to the training process;
    • ask about their expectations, concerns, suggestions, possible conflicts of interest, etc.
    • identify challenges that require training.
factors for tna
Factors for TNA
  • TNA depends on:
    • expertise present;
    • time available and costs involved;
    • reliability and importance of information;
    • number and location of people involved;
    • confidentiality of data;
    • culture and social climate within an organisation.
job analysis
Job analysis
  • Ask about job frequency, importance and difficulties.
  • Estimate priorities.
interviews
Interviews
  • Yield in-depth information, background and suggestions.
  • Individual interviewing is labour-intensive.
  • Groups of relevant people may be interviewed together.
  • Make sure to get viewpoints of everyone, not just of the most outspoken people.
questionnaires
Questionnaires
  • Collect specific information from a large group.
  • Questionnaires may not allow for free expression.
observations
Observations
  • To assess skills, attitudes and behaviour under real situations.
  • Observations are time-consuming and labour-intensive.
skills and knowledge tests
Skills and knowledge tests
  • Skills tests assess skills.
  • Inappropriate performance may be due to lack of knowledge.
  • Knowledge tests complement skills tests.
performance data reviews
Performance data reviews
  • Identify possible performance gaps through data reviews.
  • Insufficient performance may be confounded with external factors that cannot be solved through training.
conclusions
Conclusions
  • TNA makes sure that challenges can be addressed by training.
  • Non-training measures may be needed.
  • Trainers discuss steps with the institutions and people concerned.
interviewing
Interviewing
  • Interviews are useful for gathering information.
  • But interviewing requires skills and techniques.
semi structured interviewing
Semi-structured interviewing
  • Semi-structured interviewing requires considerations on:
    • the art of interviewing;
    • content of the interview;
    • guidelines for note taking.
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