Thank you, Diksha, for the TNA questionnaire.
May I provide some observations regarding competency-based TNA?
TNA, or training needs analysis, is the process of determining the training needs of a specific individual, group of individuals, or the entire organization.
The pivotal term for me here is 'needs.'
Who defines 'needs'?
The stakeholders do.
Who are the stakeholders?
Consider this list - there may be more:
1. Line Manager: accountable for the team's performance and capabilities, ensuring each member meets or exceeds current minimum standards and is prepared for future standards, even if requiring new skills.
2. Shareholder: impacted by employees' efforts financially, benefiting from improved profits or experiencing losses from excessive expenditures (e.g., on training).
3. Training department: aims to be a valued business partner to line management, adding genuine value.
4. Individual employee: seeks to perform well daily and prepare for a successful future career.
I observe that not all stakeholders are explicitly addressed in Diksha's questionnaire, but they could be easily incorporated.
Competencies often overlook performance levels, though implied - being COMPETENT to a DEFINED STANDARD.
DEFINED STANDARDS typically align with performance objectives, comprising three elements:
1. Task/Action/Behavior - what needs to be done or achieved, like unloading a container ship.
2. Standard - the level of achievement, for example, unloading 25 containers per hour.
3. Condition - the circumstances for achievement, such as using standard quay gantry cranes in all operating conditions.
Structuring training around these performance objectives is more efficient. Including a list of structured performance objectives in Diksha's questionnaire would be beneficial.
Before conducting the TNA, developing a business case and impact model is advisable to justify the training. For instance:
"For the past 3 months, the average unloading rate has been 20 containers per hour, below the standard of 22. This has led to late or incomplete ship services, incurring penalty payments of $250K. Action is needed to raise the crane rate to 23 containers per hour within 3 months."
Linking TNAs to such impact statements or business cases facilitates funding approval, aligns training outcomes with business performance, and enhances the training department's reputation.
Wishing you a great day!
Best wishes,
Martin