3. A Dual TNAORGANISATIONAL ANALYSIS INDIVIDUAL ANALYSIS
Performance Competency Profile Statement Analysis of key job
holders Benchmarkings Competency Gaps Real performance Training
Delivery Gaps Alternatives Key Result Areas Justifying Training
Critical Evaluate Training Performance Gaps
4. Extra Targeted Corporate Goals Critical Evaluate Performance
Training Gaps Training Need Justifying Training Analysis Critical
Job Delivery HoldersAlternatives Draw competencies Competency
through Task Gap Analysis Analysis Performance Based TNA 4
5. Competency gaps from past performance Critical Competency
Training NeedsFinancial Peformance Gaps ROE Chart profiles Industry
Statements Compare against BSC Perspectives Standards Confirm with
Industry task analysis STandards Survey past Key Job Holders
Competency gaps performance
6. Stage One : Establish Organisational support and business
direction 1. Ask and analyse 3 years Financial Statements based on
industry standards 2. Identify weak performance areas using Du Pont
Ratio Analysis 3. Project Parameters : rationale of approach(es),
time needed, numbers of people involved, admin. (& other)
support needed. Establish Committee on performance Benchmarkings
Accepted KPIs Establish performance standards Identify weak
performers through KPI Performance Based TNA 6
7. New learning for new targeted performance New Targeted BSC
Bus Plans Performance PerspectivesCompetency New Best Practices
Gaps Learnings Training Needs
9. Performance Gaps Past Performance New Targeted Goals
10. Stage Two : Organisational Performance Gap Analysis 1.
Central Issue = how well is the organisation doing? 2. N.B.
Organisation does not have to be underperforming to need
development 3. Importance of the transfer climate : system-wide
factors that may support/undermine training 4. Goldstein (1993) : 4
stages of Organisational Analysis Specify training goals (3 types)
Determine training climate Identify legal constraints (vertical and
horizontal) Determine resources available Performance Based TNA
10
11. How to identify competency gaps Past Performance New
Targetd Competency Performance Gaps Industry Standards
12. How to identify training needs Identify key job holders
Conduct Competency Profile Competency Gaps Industry Best
Practices
13. Key Job Holders Training Needs Competency
GapsPerformanceGaps
14. Stage Three : Team and Individual Performance Analysis 1.
determine teams to be assessed 2. Narrow to key job holders 3.
identify how needs assessment data best collected interviews,
observations, surveys, tests, records, SMEs, focus groups, work
samples, etc. 4. determine who is going to provide necessary info
Benchmarks internally and externally. 5. ascertain key points of
contact and their responsibilities 6. anticipate problems and
difficulties 7. develop a TNA protocol Performance Based TNA
14
15. 3 ways to identify competency gaps TASK ANALYSIS Competency
BEST PRACTICES Gaps BSC PERSPECTIVES
16. Stage Four : Individual Job & Task Analysis Job and
function analysis Duty Analysis Best Practices Task Analysis for
TNA should provide a job specification (KSAs/competencies
required). Training spec. derived from difference between employees
current and ideal levels Reid & Barrington (1997) : 3 main TNA
TA approaches (task identification & task element analysis)
Comprehensive Approach Key Task Analysis Problem-Centred Approach
Task fidelity (physical and psychological) e.g. stages and key
points analysis, manual skills analysis, job learning analysis,
faults analysis, benchmarking, Critical Incidents Technique.
Performance Based TNA 16
17. 3 4 2 5 6 step1 TNA 6
18. Detailed Job Holders performance competency and job profile
analysis Critical Competency Performance Gap Gaps identifiedBest
Practices Training Specific in the industry need training solutions
analysis
19. Key Performance Key Performance areas Indicators Measure
performance dueROE chart Best to competency improvement practices
in the Industry
20. Stage Five : Person and job Analysis Who in the
organisation needs training Confine to critical performance gaps
only Critical job holders What kind of training is needed
Competency gaps identified KSA deficits - must have suitable
performance criteria performance evaluation Key Performance
indicators 360-feedback ratings KSAs of new recruits Development
Centre ratings self-assessments Performance Based TNA 20
21. TNA Training Performance Evaluation GapsAlternative Poor
Training Performers Solutions Competency Gaps
22. Training Need Analysis Training Performance Performance
gaps identified Evaluation Gaps through ROE Chart Using KPIs to
measureAlternative performers Poor Training Performers Solutions
Competency Benchmarking for best Gaps practices
23. Identify key job holdersCompetency Profile Competency Gaps
Industry Best Practices
24. Training Evaluation Outcome Trainees based ReactionOutput
Learningbased perception Skill or competency based
25. ROI for Training effectiveness Calculate Pre- the ROI
training training data Tabulate KPI of the cost of existing
training Input output graph as a activities measure of training
Isolate the Post effect of training volume Data KPI of change
26. TNA summary steps1. Identify weak KPAs by comparing outputs
against standards using the Du Pont format.2. Detailed analyis of
the performance gaps by input output analysis and variance
analysis3. Analyse performance gaps and translate into competency
gaps.4. Identify training needs5. Justify training through ROI6.
Evaluate Training Performance Based TNA 26
27. TNA should lead towardsOrgansational Performance
Improvement The End