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This document outlines a 7-step process for conducting a training needs analysis and skills audit within an organization. Step 1 involves consulting with all staff through focus groups, one-on-one meetings, or questionnaires to assess training needs. Step 2 is to analyze the results to identify skill gaps. Step 3 creates individual training profiles. Step 4 develops a training plan. Step 5 publicizes the plan to staff. Step 6 implements the training. Step 7 evaluates the effectiveness of the training. The rest of the document provides a sample questionnaire to assess an individual's current job duties, skills, training needs, and create a action plan.

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157 views6 pages

Tna

This document outlines a 7-step process for conducting a training needs analysis and skills audit within an organization. Step 1 involves consulting with all staff through focus groups, one-on-one meetings, or questionnaires to assess training needs. Step 2 is to analyze the results to identify skill gaps. Step 3 creates individual training profiles. Step 4 develops a training plan. Step 5 publicizes the plan to staff. Step 6 implements the training. Step 7 evaluates the effectiveness of the training. The rest of the document provides a sample questionnaire to assess an individual's current job duties, skills, training needs, and create a action plan.

Uploaded by

avinashjhamechx
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOC, PDF, TXT or read online on Scribd
You are on page 1/ 6

Training Needs Analysis and Skills Audit

Training Needs Analysis and Skills Audit


Easy seven step plan covers:

Who received training in your organisation last year?

Does anyone need a refresher course?

What about your staffs career aspirations do you know their capabilities?

Step 1

How should I consult?


It is recommended that employers consult with all staff on an annual basis to
assess organisational training and development needs. Depending on your
organisational needs, budget and time factors, the way you consult could be via a
focus group, one-on-one meetings, or a questionnaire.
Focus groups and one-on-one meetings involve a carefully planned discussion
with a small number of participants and are designed to obtain thoughts on
specific issues, programs or products in a permissive and non-threatening
environment. They provide qualitative data, giving insights into attitudes,
perceptions and opinions of participants. Information is sought through openended questions and through observing respondents during the discussion.
Questionnaires provide quantitative information and the first level of broad data.
Issues can be followed up in detail through other mechanisms such as focus
groups..

Step 2

Analyse the survey results


After consulting with your employees, analyse the results of the questionnaire,
focus group or one-on-one meetings to determine where the staff skill gaps lie.
Compare skills already obtained with skills required to do the current job and
those required for future development. You may find that an employee is better
suited to a different role than that which they are currently employed to do.

Step 3

Create a training profile


Create a training profile by recording your analysis in an easily retrievable format
such as a table. Depending on the size of your organisation, you may wish to
record data on a sectional or divisional basis. Identify the types of courses or onthe-job experiences requested, the number and levels of people requiring training
(for example, shop floor, managers), and the number of sessions needed.
Distinctions made between full and part-time staff will allow session times to be
scheduled in working hours.

Step 4

Devise a Training and Development plan


Once all requirements have been worked out, draw up a Training and
Development plan to facilitate commitment to the process. The plan should list all
of the courses scheduled, the types of employees identified as ideal participants,
the dates, venue and session times.

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Training Needs Analysis and Skills Audit


Step 5

Publicise the Training and Development plan


Publicise the training and development plan to all staff, preferably providing
individuals with personalised notice. This ensures that all employees are advised
of the available learning opportunities and provides equal access to
developmental opportunities.

Step 6

Implement the training


Subject to operational needs, make sure your organisation delivers the training
sessions!

Step 7

Evaluate the training


Evaluate the effectiveness of the training at a specific later date to ensure
management and employees are satisfied with the outcomes. Performance
feedback sessions may also provide a good opportunity to assess whether all
recommended training sessions were delivered.

General Survey Information


The questionnaire (on the following pages) is divided into various parts to address a variety of
organisational needs. Before you distribute the questionnaire, it is recommended that you
amend the format to suit the individual job requirements by deleting any non-applicable
sections.
Depending on individual preference, the questionnaire can either be completed separately by
the staff member or done in conjunction with their supervisor. HR practitioners may also wish
to use the questionnaire as a planning guide.
The areas covered by the questionnaire include:

Confirmation of the staff members current job description


A job analysis, if one is required to define the job
Skills needed to perform the present job
Skills needed to perform other roles in the organisation
Future career aspirations
The identification of prior learning obtained
Agreed actions for training delivery

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Training Needs Analysis and Skills Audit


Organisations Name:
Name of staff member:
Section:
General
1.

Are you a new employee or a long-standing


employee of the company?

2.

How long have you been in your present


job?

New employee Long standing


Years

Months

Confirmation of Current Duties


3.

Yes

4.

Is your job accurately described in the duty


statement?

Yes

5.A

If no, what extra duties do you do that need to be added to your duty statement?

5.B

What duties are no longer part of your job and can be deleted from your duty
statement?

(Go to Q 14)

No

(Go to Q 6)

Do you have a duty statement for your job?

No

Job Analysis
6.

Describe the tasks you regularly perform that are critical to carrying out your job
effectively.

7.

Describe the type of equipment you are required to use (for example, computer system,
machinery, tools of trade, etc).
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Training Needs Analysis and Skills Audit

8.

Do you require a high degree of technical


knowledge for your job?

9.

How do you work? Please circle


Alone

Part of a team

Yes

No

Other (specify below)

10.

If you work as part of a team, do you perform the same or different work to members
of your team?

11.

To what extent does your job require you to work closely with other people, such as
customers, clients or people in your own organisation? Please circle.
Very little

12.

A lot

How much autonomy/independence is there in your job, ie, to what extent do you
decide how to proceed with your work? Please circle.
Very little

13.

Moderately

Moderately

A lot

How much variety is there in your job, ie, to what extent do you do different things at
work, using several skills and talents? Please circle.
Very little

Moderately

A lot

Training Needs
14.

To perform your current job: What training do you still need (either on-the-job or a
formal course) to perform your current job competently (eg, Excel, bookkeeping, English
as a second language, etc)?

15.

To perform other jobs in the organisation: What other roles in the organisation
would you be interested in doing if a vacancy became available (eg, transfer to another
section, supervisor position, etc)?

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Training Needs Analysis and Skills Audit

16.

To perform other jobs in the organisation: What training or experience would be


required (eg, machine operation, negotiation skills, Occupational Health and Safety
Awareness, etc)?

Future Development Needs


17.

What are your career aspirations?

18.

What training or development do you need to help make this happen (eg, external
degree study, formal meeting procedures, leadership training, etc)?

Recognition of Prior Learning


19.

What training have you attended within the last three years? (This will help identify if any
training sessions have been missed or if any refresher training is required.)

20.

What training or skills have you acquired outside your current job that may be relevant
to the wider organisation?

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Training Needs Analysis and Skills Audit

Action Plan
Agreed training and development to be provided over the next 12 months:
(Record the details of training courses, on-the-job experiences, buddy systems or mentor
arrangements, and include the recommended dates the staff member can expect these
to occur.)
Training

Date

Signature of Staff
Member

Date :

Signature of
Supervisor

Date :

Page 6 of 6

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