Following our recent article on developing a training strategy(using IIP), we have been invited to comment on how a training needs analysis(TNA) might be conducted (using the IIP Framework).
Again, by definition the word “training” encompasses learning, training & development.
We would also comment that any TNA should define its intentions at the outset as to how the validation and evaluation of any subsequent training activities might take place.
There are many useful, and not so useful, TNA survey tools available in the marketplace. One that suits your culture specifically, whilst at the same time being cost-effective, might be difficult to resource.
Given that IIP is fundamentally a framework that encourages organisations to engage with their people, then it becomes relevant to do any “survey” at three levels as part of the identification of needs.
Level 1 Organisational needs
Level 2 Team needs
Level 3 Individual needs
The organisation’s training philosophy (and indeed policy) should reflect how these three sets of needs are prioritised.
For example, the ethos of the organisation might be that the individual is key and that will be the focus for training investment. It may be that the “team is king” and therefore that will be where training spend might be concentrated.
It could be that there is to be substantial change in the organisation and therefore training activities that support that organisational change become imperative.
At its simplest a cost .v. benefit analysis, even at this stage, will tell you that financially it will serve the organisation better to focus on level 1(more people affected and therefore less cost per head), however costs will need to be balanced with benefits, both real and perceived.
Over the next few weeks, we will offer our suggestions as to how, at each level, a TNA might be conducted.
Next week we begin with at organisational level.