Gaps, wide holes, dark chasms – the dark side of training needs analysis (TNA) is the skills gaps that are subsequently uncovered; but does TNA really work and how important is it? Annie Hayes reports.

What is it?

An internet search of ‘training needs analysis’ results in a mishmash of answers and it’s easy to see why it has become such a complicated and misunderstood topic. Simply put, there is considerable confusion as to what constitutes a TNA, partly because so many methods could be arguably defined as a TNA.

According to online resource www.trainingneedsanalysis.co.uk, TNA is: “A process of gathering and interpreting data for identifying areas for personal and organisational performance improvement. The challenge is to obtain complete and accurate training needs analysis data. This amounts to answering who, what, when, where and why as well as how.”

Jan Hills, of consultancy HR With Guts, says that for her, TNA means understanding what training and development needs a group of people have and – here is the important part – in the context of the goals of the business.

The starting point

So where should businesses start? Hills says the most crucial part is not actually selecting the methodology but asking yourself the right questions. “A business has got to be sure they know why they are doing it.”

Too often, says Hills, TNA simply becomes “part of the HR calendar”, one of those things that has to be done. Hills advises businesses to begin by asking themselves questions including: “Are we getting the results we want? And, what’s happening in our markets?” Usually says, Hills, a TNA arises because a change has occurred within the business.

Once the business is off the starting block, the next step is to decide how to gather the data required to identify what training is needed to drive the business forward.

Victoria Winkler, adviser at the Chartered Institute of Personnel and Development (CIPD) says there are a variety of methods that are commonly used: “Often information is gathered from staff surveys, appraisals and even focus groups.” But she warns that the process is “more than just a data gathering exercise”.

Winkler adds that indeed TNA data often goes hand-in-hand with the introduction of competency frameworks, providing a springboard for developing people.

Wayne Mullen, head of learning and development at Standard Bank, says tailoring is key, believing that the right methodology depends on the requirement: “It can be as simple as asking an individual. Alternatively a more detailed organisational needs analysis or department TNA may need to be carried out.”

Mullen advises organisations to start with the business strategy and work backwards.

“This can provide broad themes that the function may need to focus on. Examples might be product or market knowledge, change, leadership or sales. Then the process may need to be repeated at department level.”

So, has TNA always followed a formal route or is it equally valid, as people development often is, when it occurs in a quieter, less informal but no less important setting?

Hills comments that she believes many organisations continuously conduct TNAs in just this way, even though they might not actually be aware they are doing it but, she says, the formality is often required when buy-in from senior management is needed: “It’s often the case that you need the ritual to get approval for a plan,” she says.

Using TNA data effectively

One of the biggest problems, says Hills, is that too often the data gathered is “not very good” and is often spoilt by an incorrect assumption that the business doesn’t have what it needs: “Often this ends up in the delivery of remedial training. If the assumption is that staff are already competent then we’re looking at a different approach.

“By asking people what they can’t do and what they are not skilled at, the individual and the team can only progress so far. This means that the training focuses on those who are perhaps not doing so well, ‘catching up’ with how the best of the team already performs, rather than looking to where you would like that whole team to be. Looking at the training this way means that you are always looking backward rather than forward,” says Hills.

Winkler also believes that spending vast amounts of cash on ‘sheep-dip’ training may be the result of a poorly executed TNA but does not believe that ‘buying-in’ the skills is an alternative: “Unless you want to grow your workforce, most businesses will want to develop existing staff.”

And, warns Mullen: “Often line managers jump to training as an obvious solution to performance concerns without proper diagnosis or even considering the range of potential solutions. It’s important that the L&D function can help the line to qualify issues properly, consider the systemic and access a range of potential interventions.”

Commenting on sister site, TrainingZone.co.uk, member Ivan Mactaggart adds to the debate, saying that TNA can only really be effective and produce significant outcomes if it is carried out systematically:

“An in depth analysis of what is required to achieve specific performance objectives will in many cases lead to the emergence of elements that are already being successfully undertaken by certain people or elements within the organisation. In addition once the ‘gap’ has been articulated taking successful current practices into account, each training objective should be considered and different methods of training and resources explored to identify the most appropriate solutions.”

HR plays its part in poorly executed evaluation, according to Hills: “HR is not good at clearly understanding what will move the business to the desired situation. HR often goes for the simple to explain option.”

What this results in, says Hills, is the ‘spray and pray’ method which too often winds up as money badly invested in ill-thought out training solutions.

It is clear that TNA is too often poorly managed and frequently the problems start from the outset, with the wrong questions being asked and HR defaulting to tried and tested methods that aren’t always helpful.

But it shouldn’t end up being a ‘dreaded’ annual exercise; with some fore-thought and guidance, TNA can be vital in steering an organisation through current and future waters by helping the business arm itself with the skills to beat the competition today and tomorrow.