How does your organisation decides what type of training programme to implement when you have done a training needs analysis? Is the training plan link to business needs? Does your organization evaluate the effectiveness of training intervention when the training budget has been allocated? These are fundamental questions that an organization needs to ponder.
Anyone tasked with this vital role needs to have a clear idea of performing this task for the organisation. Anyone who has acquired the knowledge and skills required to perform a proper and systematic training needs analysis will then identify the actual training needs to design and develop a training plan for their organization or individual line departments. The organization or the line departments have invested in training resources; it would then be necessary to evaluate the training effectiveness after implementing the training plan.
This 2 days training programme will equip you with the essential knowledge and practical skills to compile the required information to design a training plan for implementation and evaluate the training effectiveness using a systematic approach.
Upon completion of this workshop, participants will be able to;
- Define clearly the meaning of the term 'TNA'.
- Understand the purpose and benefits of conducting TNA
- Using the 3 F's approach in assessing your current Organisations training and development perspectives
- Apply a systematic approach using the ADDIE process model
- Differentiate between an ‘Analysis’ and ‘Methods’ in the TNA process
- Apply the levels of analysis and appropriate methods to gather data
- Write or Read training objectives for actionable and deliverable outcomes
- Draft a TNA report using a recommended format, if required by your Organization
- Design and Develop a Training Plan or Training Road Map for your Organisation or Departments by listing the essential items
- Consider the factors involved in implementing the Training Plan or Training Road Map
- Evaluate the training effectiveness after the implementation of your training programmes by into consideration the 'tangible' and 'non-tangible' benefits
- Consider the advantages and disadvantages of using In-house and External expertise as Trainers when implementing Training Plan or Training Road Map
- Understand what is a 'Proactive TNA' and 'Reactive TNA'
- Understand the purpose of using the 'Individual Development Plan'
HR Managers/ Executives, Human Resource Development ( HRD), Learning & Development Managers/ Executives Training & Development Managers/ Executives, Line Managers & Supervisors or anyone who does training plans for their respective Organisations or Departments.
TNA clear definition
Five Purposes and Four Benefits of conducting TNA
Assessing your Current Organization Approach toward T&D Perspectives
ADDIE Process Model ( 5 steps approach)
Three Levels of analysis
- Person/Individual (Various Sources to collect information for each of it)
Four methods of data collection
- Focus Group
- Observations (Strengths & Weakness of each of it)
- Preparing TNA Interview Questions
Writing or Reading Actionable and Measurable Training Objectives
Recommended TNA Report Format
Training Map/Training Road Map
- Four Advantages of using Training Plan Approach
- Key inputs such as total staff strengths, budget, main categories, groupings, types of training programmes, costing, duration etc
- Samples Template
- Three Factors to consider
- Training policy
Four levels of evaluations (Reaction/Learning/Performance & Behaviour/Business results)
- Eight reasons for conducting Training Evaluations
- Tangible and Non-Tangible Benefits
In-house Trainers / External Trainers
- Two Advantages and Two Disadvantages for each of it
Proactive and Reactive TNA
- Reasons to use either of it
Individual Development Plan
Note: During training, various Group Activities will be conducted to apply the skills for the TNA using the ADDIE Process Model
Available Course Sessions
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All of our Associate Trainers offer our high level of service therefore are subject to regular peer assessments and interview prior to joining our Institute. They must all be qualified and have relevant experience to an agreed level and are subjected to continual audit and evaluation. Strict internal assessment is implemented as an integral part of our quality control mechanism.