Business Mentor, Consultant And Trainer
Manager - Hr Excellence
Training Needs are identified through the following process:
1. Performance Appraisal
2. One-to-one discussion with HODs / Functional Heads
3. Competency Mapping /Skill Matrix
Once the appraisal process is over, the training needs identification, the appraisal forms are collated and compiled by the HR department. Post the compilation, the HR also has one-to-one discussion with the HODS / Functional Heads to discuss any special training which needs to be imparted (by external faculty) or they have forgot to mention in the appraisal form.
Also there is a possibility of training needs being different once identified from Competency Mapping and from other two processes.
Once you are ready with the compilation of all the training needs of your staff members, you can prepare a Annual Training Calendar based on the identification.
Training Needs Analysis is a process where a gap is identified from employee training to needs of training. This can be measured after the training is imparted by evaluating the employee through effectiveness. Also TNA can be carried out to measure the the level of training to be imparted to the employees by designing the training module and keeping in view the category of employees (Grade).
The formats for Training Needs Identification and Training Needs Analysis can be found through the "Search" bar on the top left corner of the page (Next to the Site logo)
12th May 2017 From India, Mumbai
The route that you have told Tusharika to adopt is dated one. You will find it the same on hundreds of books on HR or Training. But then the question is, has this method of TNA helped in the measurement of ROI on Training? Not really. In fact, the first source of TNA is the balance sheet of the company.
Why large number training managers fail to measure ROI on training is because of the faulty TNA. Earlier, I have given comprehensive reply on employee training, you may click the following link to refer it:
Personal Experience: - Let me give you an example of my client where I conducted the training. For the last five years, their "per cent of inventory against sales" had been rising continuously. Can there be better evidence than this on decreasing operational efficiency? However, HR or Training Head was hardly aware of this serious organisational failure. They were in their own world and during the same period, spent almost Rs 1 Cr on training! Can there be a better example of misplacement of training efforts than this?
For Tusharika: - Employee training is HR intervention. Any HR intervention has to fulfil the organisation's need and training is no exception. Therefore, rather than concentrating on individual needs, I recommend you concentrating on bringing the organisational change. First measure the following:
a) Customer Dissatisfaction
b) Operational failures or quality issues
c) Maintenance issues
d) Under-utilisation of capacity
e) Costs associated with each department
f) Reduction in turnaround time of various processes and so on
Employee training should be addressed to above-mentioned issues or similar to that. Any increase or decrease in some ratio or decrease in some cost will help you in measuring training effectiveness.
12th May 2017 From India, Bangalore