Tips for Effective Training Needs Analysis

Organizations look at training and development as a direct input to enhance employee, and therein, organizational performance. They undertake extensive investments of time, resources, technology, etc. to create a culture of learning, in the hope that learning will translate to performance. But often, the learning happens merely for the sake of learning and is not aligned with any business performance. To prevent this, L&D professionals and line managers must first outline the true need for learning, and then only commence with implementation. Training needs analytics is a very important step that organizations must pay attention to if they want their learning programs to deliver the intended outcomes. Here is how to carry out TNA effectively:

1. Clarify the purpose of TNA: Learning needs are developed for two purposes—in response to an existing productivity problem or in anticipation of a future challenge or change. The needs analyst must scrutinize the business performance in relation to these two aspects, and thereby clarify the objective of carrying out the TNA. For example, it may be related to building an organization-wide skills makeover, or simply be as channelized as implementing a new software in a particular department. Either of these will call for different approaches to TNA.  
2. Dig into data: TNA is a data-intensive process, leveraging data pointers related to performance, engagement, and job role analysis and so on. Before beginning the TNA, L&D professionals must scout for the relevant data sources, both internal and external and ensure the data is in the desired format—organized and available for insight. Such data may lie in various repositories such as knowledge management systems, performance management systems, intranet, database servers and so on. It is L&D’s and line manager’s duty to dig into the available data sources in detail and make them available for the analysis.
3. Communicate findings: Most organizations carry out the above two steps and are all set to carry out the TNA. They come up with beautiful and useful looking insights, only to keep those insights and findings to themselves, within the HR team. It is important to take these findings to the business and help them take important people decisions. This can be done either formally or informally, though having a process in place for TNA communication is highly recommended. L&D professionals must not only share the insights as data points but weave them together with logic and talent-knowledge to help them decide on a course of action. Openly sharing TNA results helps build credibility with the business, and will help get the necessary leadership buy-in to make learning a prime-time agenda.
4. An all-round approach: No HR process can survive in isolation and the same applies to L&D. L&D and HR professionals must be able to look at the bigger picture, and treat TNA insights as an input to improve overall HR and business processes. For example, look at ways to improve the performance management flow to better capture learning needs. Taking on a bird’s eye view of HR and L&D is sure to generate some great collaborative solutions.

Training Needs Analysis is only the first of many steps to ensure a smooth and effective L&D process. Such data is a great aid for L&D professionals to design and develop the apt modules as per your learner’s needs. Only then can we expect learners to be engaged and self-directed and to outperform in their learning approaches.