How Do I Start the Training Need Identification Process in the Paint Industry? Seeking Step-by-Step Guidance

I would like to proceed with the Training Need Identification (TNI) process in my organization. I work in the Paint Industries and would appreciate it if you could guide me step by step on how to carry out the TNI process, starting from workman to officer grade. Once the TNI process is complete, I need to prepare a training calendar based on the TNI output. Your suggestions would be very helpful, and I would greatly appreciate it if any Cite HR member could assist me with this.

Thank you.

You could have a questionnaire for each level/role based on the job profiles, interfaces, roles, skills, and competencies required for each role. The questionnaire could be developed after talking to/interviewing a few in each category. This would give you a fair idea of the current levels/desired skills and competencies and the gaps. Based on that, TNI can be assessed.

Regards,
Amrita

Training Need Identification Process

You should have one format for T.N.I. Circulate that format to different departments and keep follow-up. Provide any assistance required in filling up forms, collect them, and summarize according to department and topics.

Training Calendar and Budget

Prepare a training calendar, a list of training programs, and a trainers' pool, either through internal or external arrangements. Make a training budget, get it approved, and then circulate the monthly training schedule to all departments. Conduct the training as per the plan.

Documentation and Standards

Other documents you may maintain as per ISO or TS standards.

Regards,
P.K. Mishra

You can initiate the training need identification process by following these steps:

1. Find out the various positions across all departments.

2. Identify the specific tasks for each position.

3. Ascertain the knowledge and skills required for each position. (This step needs to be periodically reviewed since every functional area undergoes evolutionary change that must be looked into.)

4. Find out the performance level of each employee.

You may talk with each employee and their immediate boss regarding items 2, 3, and 4 mentioned above. You may prepare a questionnaire for this purpose. When you undertake this exercise, it is worthwhile to find out whether there is any mismatch between any employee's knowledge and skills with the position they hold. This will help you to decide the need for any job redesign or lateral movement for anyone. Training alone may not be, in some cases, enough for satisfactory performance. Sometimes training may not serve much purpose due to some organizational issues. It means that you have to identify training and non-training interventions, a very important point for your success. Get the green signal from your boss and the CEO. Also, decide the organizational readiness for this exercise. If you are new to the organization, contact all department heads and union representatives for support.

Regards,
Dr. P. N. Vasudevan

Academy for Personal Excellence

Email: [Email Removed For Privacy Reasons]

Website: academy-excellence.com

Who Should Identify the Training Needs?

Should it be the employee or his/her manager? If this aspect is defined, the balance of the process is easy to determine.

For the workers category of employees, it is desirable that their respective supervisors/managers should play this role since most workers may find it difficult to define their training needs. After all, training has to be aligned with the organizational/departmental objectives, a task which the manager alone can do.

For executives, it is fair that they are permitted to define their own needs, keeping in view their job description and departmental goals.

In both the above cases, one approach is that the training/HR Manager, based on organizational objectives, lists out the various training programs planned to be conducted during the next training year for workers and the executive categories of employees. These should preferably be approved by the CEO/Management. They should be circulated to all managers/supervisors with a direction to identify 2-3 programs (of a total duration of say, 6 days) which each individual worker is required to attend. Details, department-wise, should be forwarded to the HR/Training Manager for consolidation and scheduling of programs in the training calendar for the year. Similarly, the Executives may choose their programs and forward them for approval to their respective reporting managers. The data, duly consolidated department-wise, should be submitted to the HR/Training manager for planning of training.

To do the above in an organized manner, software support through approaches such as utilizing 'EmpXtrack' training management system may facilitate easy and accurate collection and compilation of data. After all, the preparation of a training calendar based on TNI and the allocation of different programs to each employee, while keeping under control the minimum requirement of manpower to manage daily operations in different departments, is a complex task, which can surely be managed more efficiently by using appropriate software solutions. It is to be appreciated that imparting training based on TNI is as important as collecting and analyzing training feedback from the employees and their departments. This helps in launching improvements during the next year. This cyclic process, followed year over year, helps in generating trained resources to meet the company objectives.