Management Consultant
Rohan Kelkar
Human Resources Executive
+1 Other

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Dear Peers,
I am doing my summer project in a leading Pharmacutical MNC.on the subject TRAINING AND DEVELOPMENT...but my problem is formulating a Questionnare on this topic..
Kindly can anyone guide me please...

From India, Mumbai

Training needs in any organization occur at three levels:


2.Occupational [departments like sales/production/administration /finance etc]


which clearly has resonance with the organizational, team and individual foci . The term ‘level’ suggests a hierarchy which in turn indicates relationships between hierarchical levels.

1.At the organizational level, TNA is pitched at the big picture, dealing with the overall performance and existence of the organization as an entity within its environment or market. TNA here aims to ensure that the organization is capable of meeting its obligations and following its corporate plan. With a mindset of survival in a competitive environment, an HR strategy would typically be developed to support the corporate plan, which itself would be produced to cover a particular time period.

2.The occupational level of needs analysis focuses on specific disciplines within organization, namely at the department level, to identify what skills shortages can be addressed through training and which areas require the recruitment of staff from without, in order to enable the departments to meet its obligations for the period. It would also address some of the environmental issues affecting performance, for example the equipments/software requirements

3.Then there is a third level which reveals the needs of the individual. Variances between actual performance and planned performance at this level are commonly manifested as skills gaps, where the knowledge of the individual does not satisfy the requirement of the role. In order to obtain that knowledge, attendance on a formal training course might provide the desired solution.

TNA method employed

Consultation with individuals in key roles


Focus Groups


Steering Groups



Role competency frameworks

Performance indicators

Psychometric tests

External benchmarks

360° feedback


A comprehensive Training/learning Strategy should address the following areas:


• What are the aims and objectives of the organization?

• Do you have a policy for dissemination of the organizational vision and objectives?

• Would all employees be able to describe the objectives of the organization if asked?

• What opportunity is there for the HR Department to contribute to the development of organizational objectives?

• What are the aims and objectives of the Human Resource strategy?

• Are the aims and objectives measurable?

• Is there a clearly specified description of the organization’s training/ learning strategy?

• Is the learning and development strategy linked to the Business Strategy?

• Does your organization anticipate internal developments and have learning strategies in place to respond to these?

• Does you organization anticipate external developments and have learning strategies in place to respond to these?

• Do employees know what their entitlements are regarding training and development?

• Is a return on investment analysis carried out on learning activities?

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Identification of Occupational Training /Learning Needs


The identification of training / learning needs may be conducted to address a specific cross-section of employees within an organization such as operators, administration, sales etc. This enables resources to be focussed more directly on those whose who have a specific need.

• What current activities require specific training ?

• What future developments will require specific training?

• Is a job analysis carried out to identify the skills and knowledge required for tasks in a particular occupation?

• How are the skills of staff evaluated and compared to the requirements of the department? • Does a procedure exist for upgrading the skills of staff ?

• How often is a staff appraisal carried out and how often is there a follow up meeting?

• Do members of staff have personal development plans which are designed to enhance their skills?

• Is a ‘licence to practice’ required for the occupational area? [like heavy equipment use/electricians etc]

• How do you ensure that you get the qualifying level of continuing professional (education) points?

• Do you regularly read professional / trade journals – what are the current issues of concern and which need addressing through learning strategies?

• Occupational standards are available for most work areas and provide the most comprehensive descriptions of work activities – are these used to inform decision making?

================================================== ===============

Individual Learning Needs Analysis Checklist


Review the performance of those individuals for whom there is responsibility. Below are a number of areas which need to be considered and which may provide insights into areas of learning needs:

• Does the person have the ability to successfully achieve work objectives?

• Does the person have the right attitude for the job?

• What is the level of energy which is used by the person?

• Are they lacking specific areas of experience which need to be addressed?

• Can the person work flexibly?

• Does the person possess the interpersonal skills to work effectively in their area?

• Does the person have the specific knowledge required for the post?

• Do they demonstrate suitable maturity for the post?

• Does the person possess the people management skills for their position?

• What is their level of productivity

• Does the person have the potential for promotion?

• Does the person have the qualifications necessary for their current or future positions?

• Does the person have the ability to work in a team?

• Does the person have the specific technical skills required for this or a future position?


Organizational Danger Signals

Signs that an organization is facing difficulty are not always apparent and this is especially true for those who are working within the organization and are too close to the problem.

These danger signals include the following:

• increased customer complaints

• a rise in workplace accidents

• higher absenteeism

• lower sales

• increased scrap rates / reworking

• lower performance than competitors

• low plant utilisation

• low staff performance

• high staff turnover

• poor financial indicators

• low morale

• problems with suppliers

• benchmarking figures do not match or exceed competitors

• non-productive friction between departments

• non-productive friction between employees especially managers










From India, Mumbai
Hi Team ,
I would like you to help me with a question are on observation skills for identifying the talents in a child (age 5-15 yrs) . Expect a speedy revert with complete details .

From India, Kochi
Team ,
In continuation to my earlier query on questionare on Observation for talent identification , would also like you to help me find other relevant details on this ( either study material or websites etc)

From India, Kochi
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