Conducting Training Needs Analysis (TNA) Using the ADDI Model (In-House Training)Human Capital Management

Introduction

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.

Key Takeaways

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'
   

Who Should Attend

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.

Programme Outline

1. TNA clear definition
   • Training
   • KSA
2. Five Purposes and Four Benefits of conducting TNA
3. Assessing your Current Organization Approach toward T&D Perspectives 
   • Fragmented 
   • Formalized
   • Focused
4. ADDIE Process Model ( 5 steps approach)
   • Analysis
   • Design
   • Develop
   • Implement
   • Evaluate
5. Three Levels of analysis
   • Organization
   • Task/Operation/Occupation
   • Person/Individual (Various Sources to collect information for each of it)
6. Four methods of data collection
   • Interview
   • Focus Group
   • Survey/Questionnaires
   • Observations (Strengths & Weakness of each of it)
   • Preparing TNA Interview Questions
7. Writing or Reading Actionable and Measurable Training Objectives
8. Recommended TNA Report Format
9. 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
10. Implementation
    • Three Factors to consider
    • Training policy
11. Four levels of evaluations (Reaction/Learning/Performance & Behaviour/Business results)
    • Eight reasons for conducting Training Evaluations
      Tangible and Non-Tangible Benefits
12. In-house Trainers / External Trainers
    • Two Advantages and Two Disadvantages for each of it
13. Proactive and Reactive TNA
    • Reasons to use either of it
14. Individual Development Plan
    • Purpose
    • Sample Template

Note: During training, various Group Activities will be conducted to apply the skills for the TNA using the ADDIE Process Model

Methodologies

Interactive style, discussion and group activities, and presentations on flip charts

Programme Trainer

Francis Claudius has more than 25 years of training experience. He was a professional trainer facilitator and an in-house training consultant,   Associate Trainer and Assessor for the Employability Skills(ES) and Work Skills Qualifications (WSQ) Training Programmes. As a trainer and facilitator, he is interested in human development to excel in their work or personal life. He strives to conduct his training in a lively manner with enthusiasm, passion, and dedication and engage participants to contribute ideas and their experiences to add value for the benefit of all participants.

He is also a good speaker with strong vocal strength. He has participated in topics presented in the International Association of Master Trainers (IAMT) events. He had received a Bronze Certificate for being the Best Presenter. He holds a Competent Toastmaster and Competent Leader Award from Toastmasters International.