Training Needs Analysis Template for Commercial Sales Teams

Training Needs Analysis -  Identifying Needs in Commercial Sales

Another free template for conducting a training needs analysis (TNA).

Commercial Sales Employees:

The training needs analysis is used by any organization to determine areas of job performance in which an employee needs training. The survey or assessment pinpoints the skills that the employee needs in a particular job or role. It aims at expanding the commercial skills of your sales team. Through training the sales team becomes more aware of the company’s efforts to maximize revenues, reduce overhead costs, and actively support their sales colleagues. 

 Participants only answer questions in Part II, Part III, and the Nos. 1-3 in Part IV.

 Part I          Importance of the Training

 Sponsor:          _______________________                          Date ______________________

Context of Request:    [  ]  Organizational      [  ]  New Initiative      [  ]  Management request

[choose one & give     _________________________________________________________

details]                             _________________________________________________________

Organization’s Objective/Goal:  _________________________________________________

Part II         Target Participants

Name   ______________________    Current job position    ________________________           

Instruction:  Tick mark on the most appropriate box.

1.  Current Job Responsibility:                        [  ]        Sales Executive

                                                                        [  ]        Accounting Staff

                                                                        [  ]        Retail Administrator

                                                                        [  ]        Others (specify) _________________

2.  Department you work in:                           [  ]        Marketing Department

                                                                        [  ]        Sales Department

                                                                        [  ]        Accounting Department

                                                                        [  ]        Others (specify)_________________

3.  Educational Background                           [  ]        Degree in Business Administration

                                                                        [  ]        Degree in Accounting

                                                                        [  ]        Diploma in Commercial Education

                                                                        [  ]        Others (specify)_________________                                                

4.  Current Skills Possessed                            [  ]        Self organization and motivation

                                                                        [  ]        Identifying selling opportunities

                                                                        [  ]        Call planning and priority setting

                                                                        [  ]        Communication Skills

                                                                        [  ]        Others (specify) __________________

5.  Skills Needed:  (check the skills                 [  ]        Questioning and listening skills                                  training which will be required [  ]        Understanding buyer types

            in your job in the future)                      [  ]        Handling objections

                                                                        [  ]        Gaining commitment

                                                                        [  ]        Others (specify)__________________

Part III       Target Skills and Training Needs

                        (The skills with the most checked “minimal knowledge” or “no knowledge” will be recorded as a target skill.)    

                                                               High              Adequate         Minimal              No

                                        Expert                 Know-             Know-            Know-                Know-

                                                                 ledge             ledge             ledge               ledge

Presentation / Demonstration skills     [  ]                    [  ]              [  ]              [  ]                    [  ]       

Discovering business needs              [  ]                    [  ]              [  ]              [  ]                    [  ]

Negotiating skills                      [  ]                    [  ]              [  ]              [  ]                    [  ]

Building trust                          [  ]                    [  ]              [  ]              [  ]                    [  ]

Power of silence                        [  ]                    [  ]              [  ]              [  ]                    [  ]

Effective sale closing                  [  ]                    [  ]              [  ]              [  ]                    [  ]

Adopting strategic approach             [  ]                    [  ]              [  ]              [  ]                    [  ]

Customer buying analysis                [  ]                    [  ]              [  ]              [  ]                    [  ]

Customer relationship                   [  ]                    [  ]              [  ]              [  ]                    [  ]

How to resist ‘more for free’ requests  [  ]                    [  ]              [  ]              [  ]                    [  ]

 

Part IV       Project Planning

1.  When will the training be conducted?       [  ]  Weekend              [  ]   Weekdays

                                                                        [  ]  Other timing (specify) ________________

2.  Where will the training be held?                [  ]  Organization’s Training Center

                                                                        [  ]  Out-of-town Venue

                                                                        [  ]  Off-site Venue

3.  How will the new knowledge be imparted?          [  ]  On-the-job learning          [ ]  Workshop

                                                                        [  ]  Others (specify) _____________________

4.  Estimated Budget: ________________________________________________________

5.  Required Personnel or Resources: ____________________________________________

6.  Estimated Completion Date:  _______________________________________________

Part VI       Conclusion

Without a skilled set of employees business offices cannot function. The skill levels of all employees in the sales department of any organization help businesses grow. The completed skills training program improves the performance of the employees and create and maintain positive relationships with all other departments of the company.

Can the workshop/training address the identified skill needs? What else can this training address?

_____________________________________________________________________________________

_____________________________________________________________________________________

Training Needs Analysis Template for Front Office (FOH) Customer Care

Training Needs Analysis for Front Office Staff Customer Care

The next in our series of templates for training needs analysis. As with all the other templates, this is only for ideas and should be adapted to suit your needs.

Front Office Staff Customer Care 

The training needs analysis is used by any legitimate organization to determine areas of job performance in which an employee needs training. The survey or assessment pinpoints the skills that the employee needs in a particular job. It helps the organization increase the skill level of all its workers and helps the customers or clients leave with a smile and a feeling that they have been well taken care of.

Participants only answer questions in Part II, Part III, and the Nos. 1-3 in Part IV.

Part I          Importance of the Training

Sponsor:          _______________________                          Date ______________________

Context of Request:    [  ]  Organizational      [  ]  New Initiative      [  ]  Management request

[choose one & give     _________________________________________________________

details]                             _________________________________________________________

Organization’s Objective/Goal:  ________________________________________________

Part II         Target Participants

Name   ______________________    Current job position    ________________________           

Instruction:  Check the most appropriate box.

1.  Current Job Responsibility:                                    [  ]        Room Reservation Clerk

                                                                        [  ]        Phone Clerk

                                                                        [  ]        Housekeeping Manager

                                                                        [  ]        Others (specify) _________________

2.  Work location:                                           [  ]        Hotel Front Desk

                                                                        [  ]        Company Reception Desk

                                                                        [  ]        Hospital/Clinic Reception Desk

                                                                        [  ]        Others (specify)_________________

3.  Educational Background                           [  ]        Degree in Hotel I Restaurant Management

                                                                        [  ]        Diploma in Secretarial Science

                                                                        [  ]        Diploma in Human Relations

                                                                        [  ]        Others (specify)_________________                                                

4.  Current Skills Possessed                            [  ]        Flexibility       

                                                                        [  ]        Execution

                                                                        [  ]        People Orientation

                                                                        [  ]        Communication Skills

                                                                        [  ]        Others (specify) __________________

5.  Skills Needed: (check the skills                  [  ]        Listening skills           

            training which would be required       [  ]        Teamwork skill

            in your job in the future)                      [  ]        Decision making skills

                                                                        [  ]        Being respectful

                                                                        [  ]        Being optimistic

Part III       Target Skills and Training Needs

                        (The skill with the most checked “minimal knowledge” or “no knowledge” will be recorded as a target skill.)    

                                                      High                Adequate            Minimal                No

                                    Expert            Know-               Know-               Know-                  Know-

                                                        ledge               ledge              ledge                   ledge

Welcoming arriving guests            [  ]                    [  ]             [  ]              [  ]                    [  ]       

Tactful Attitude                     [  ]                    [  ]             [  ]              [  ]                    [  ]

Fair Conduct                         [  ]                    [  ]             [  ]              [  ]                    [  ]

Receiving & processing information   [  ]                    [  ]             [  ]              [  ]                    [  ]

Dealing with complaints and

            handling them            [  ]                    [  ]              [  ]              [  ]                    [  ]

Providing information service        [  ]                    [  ]              [  ]              [  ]                    [  ]

Observer of Authority                [  ]                    [  ]              [  ]              [  ]                    [  ]

Good Manners                         [  ]                    [  ]              [  ]              [  ]                    [  ]

Telephone Efficiency                 [  ]                    [  ]              [  ]              [  ]                    [  ]

Communicating and coordinating

            with other departments   [  ]                    [  ]              [  ]              [  ]                    [  ]

 

Part IV       Project Planning

1.  Schedule of the proposed training:            [  ]  Weekend              [  ]   Weekdays

                                                                                         [  ]  Other timing (specify) ________________

2.  Venue of the planned training                   [  ]  Organization’s Training Center

                                                                                      [  ]  Out-of-town Venue

                                                                                     [  ]  Off-site Venue

3.  Method of conducting the training:           [  ]  On-the-job learning          [ ]  Workshop

                                                                                         [  ]  Others (specify) __________________

4.  Estimated Budget: ________________________________________________________

5.  Required Personnel or Resources: ____________________________________________

6.  Estimated Completion Date:         ______________________________________________

Part V        Conclusion

Without a skilled set of employees business offices cannot function. The skill levels of all employees in the front office of any organization, be it a hotel, hospital, and a modern office, help businesses grow. The completed skills training program will improve the performance of the employees and create and maintain positive relationships with all other departments of the company. They will recognize its relations to the front desk area.

Can the workshop/training address the identified skill needs? What else can this training address?            ___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

Training Needs Analysis for HR Professionals – Sample Template

Human Resources TNA Template

The seventh in our series of Training Needs Analysis templates is for our own part of the organization. We are often overlooked, so here is a template to get you thinking.

Training Needs Analysis

Identifying Needs in a Human Relations (HR) Department

The training needs analysis is used by any legitimate organization to determine areas of job performance in which an employee needs training. The survey or assessment pinpoints the skills that the employee needs in a particular job. It helps the company increase the skill level of all its workers and helps the customers or clients leave with a smile and a feeling that they have been well taken care of.

Participants only answer questions in Part II, Part III, and the Nos. 1-3 in Part IV.

Part I          Importance of the Training/ Development Intervention

Sponsor:          _______________________                          Date ______________________

Context of Request:    [  ]  Organizational      [  ]  New Initiative      [  ]  Management request

[choose one & give     _________________________________________________________

details]                            _________________________________________________________

Organization’s Objective/Goal:  _________________________________________________

Part II         Target Participants

Name   ______________________    Current job position    ________________________           

Instruction:  Tick mark on the most appropriate box.

1.  Current Job Responsibility:         [  ]        Administrative Assistant

                                                                       [  ]        Receptionist

                                                                       [  ]        Recruitment Specialist

                                                                       [  ]        Others (specify) _________________

2.  Department you work in:              [  ]        Projects Department

                                                                       [  ]        Operations Department

                                                                       [  ]        Personnel Department

                                                                       [  ]        Others (specify)_________________

3.  Educational Background               [  ]        Degree in Business Administration

                                                                       [  ]        Degree in Psychology

                                                                       [  ]        Diploma in Human Relations

                                                                       [  ]        CIPD entry qualification

                                                                       [  ]        Full CIPD award

                                                                       [  ]        Others (specify)_________________                                                

4.  Current Skills Possessed                [  ]        Respect for Privacy

                                                                        [  ]        Interpersonal Skills

                                                                        [  ]        Tolerance

                                                                        [  ]        Communication Skills

                                                                        [  ]        Others (specify) __________________

5.  Skills Needed:  (check the skills   [  ]        Literacy skills                                                 

training which will be required       [  ]        Voice and diction

            in your job in the future)         [  ]        Reward management skills

                                                                        [  ]        Organizational development

                                                                        [  ]        Others (specify) ___________________

Part III       Target Skills and Training Needs

                        (The skills with the most checked “little knowledge” or “zero knowledge” will be recorded as a target skill.)    

                                                       Excellent        Adequate         Little                   Zero

                                 Expert                Know-            Know-            Know-                    Know-

                                                         ledge            ledge              ledge                  ledge

Empathy, Sympathy, Pity          [  ]                    [  ]              [  ]              [  ]                    [  ]       

Tactful Attitude                 [  ]                    [  ]              [  ]              [  ]                    [  ]

Fair Conduct                     [  ]                    [  ]              [  ]              [  ]                    [  ]

Goodwill Ambassador              [  ]                    [  ]              [  ]              [  ]                    [  ]

Good Example                     [  ]                    [  ]              [  ]              [  ]                    [  ]

Efficiency Expert                [  ]                    [  ]              [  ]              [  ]                    [  ]

Observer of Authority            [  ]                    [  ]              [  ]              [  ]                    [  ]

Good Manners                     [  ]                    [  ]              [  ]              [  ]                    [  ]

Telephone Efficiency             [  ]                    [  ]              [  ]              [  ]                    [  ]

Greeting Visitors                [  ]                    [  ]              [  ]              [  ]                    [  ]

 

Part IV       Project Planning

1.  Schedule of the proposed training:            [  ]  Weekend              [  ]   Weekdays

                                                                        [  ]  Other timing (specify) ________________

2.  Venue of the proposed training:                [  ]  Organization’s Training Center

                                                                        [  ]  Out-of-town Venue

                                                                        [  ]  Off-campus Venue

3.  Conducting the training:                            [  ]  On-the-job learning          [ ]  Workshop

                                                                        [  ]  Others (specify) _____________________ 

 

4.  Estimated Budget: ________________________________________________________

5.  Required Personnel or Resources: ____________________________________________

6.  Estimated Completion Date:         _______________________________________________

Part VI       Conclusion

Without a skilled set of employees business offices cannot function. The skill levels of all employees in the human relations department of any organization, be it a hotel, hospital, and a modern office, help businesses expand. The completed skills training program will improve the performance of the employees and create and maintain positive relationships with all other departments of the company.

Can the workshop/training address the identified skill needs? What else can this training address?            _______________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

TNA Template Guide

 Part I- Importance of the Training

1. Sponsor:  The sponsor may be an executive of the company who supervises majority of the employees, or a training officer from the Personnel or Training Department whose job is to monitor the performance level of the company’s employees.
2. Date:  The date when the request was put forth.
3. Context of Request (Tick only 1 of the boxes): Tick [√]  Organizational if the condition calls for a refresher or review of the present skills of the employees within the organization; [√]  New Initiative if the staff need to learn a new skill such as a new software that is applicable to a specific department; and [√]  Management request if management initiates the upgrading of the present employees’ skills.
4. Details: (i.e., organizational) the request has been initiated to upgrade the present skills of the employees, particularly the front desk staff
5. Organization’s Objective/Goal:  The training needs analysis (TNA) survey aims to discover and provide detailed information about the amount of knowledge, expertise and skill of the employees on the presence of a good human relations program in the organization.

Part II Target Participants

6.  Name   Participant’s name      

 

7.  Current job position

 

8.   Check the appropriate box for Nos. 1 to 5.

                                   

9.   Check the skills training that you need in your current job and will be needed for future promotion.

 

Part III  Target Skills and Training Needs. Check the skills training (all that apply) which are required in your job but you are not competent. The skills checked with the most “little knowledge” or “zero knowledge” will be recorded as a target skill.     

Part IV  Project Planning

The timing, venue and manner of conducting the training could be answered by the training assessor or by the participants if the company allows them to give their opinions.

Estimated Budget will be given by Personnel Department upon approval of the training.

Required Personnel or Resources:  A trainer or speaker, or resource person, and one or two assistants.

Estimated Completion Date:  State when the training will be concluded; if in batches, state how many days will be needed to complete the batches.

Part V Conclusion

(It is suggested that the conclusion reiterates the benefits that will be derived from the skills training.

Training Needs Analysis – Production Unit Example Template

Production Unit/ Operations TNA sample template

The fourth in our series of example Training Needs Analysis templates. This one can be used in a range of production based environments.

 

 

Introduction:

Success of any business relies on the dedicated employees of the company. Production of quality products that the company makes itself viable in the business depends on the performance of its production unit workers. A well trained production team is tantamount to business success. It is in this regard that the management would like to assess what its production unit needs so that it can provide them with the knowledge and skills required in the job. Kindly provide us the information being asked below.

Personal Background

Name: ______________________________ No. of Years in Role: ___________________

Current Job Position: ______________________________________________________

Have you had attended in-house training?  Yes (    )         No (     )

If yes, list down below the training you had attended and when it was conducted:

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Rapid Competency Assessment

Instruction: Assess your expertise/ ability on the items listed below by encircling the number appropriate to the legend given below.

 

          5 - Excellent                      4 - Very Satisfactory               3 - Satisfactory

          2 - Fairly Satisfactory      1 - Needs Training

 

1	Well versed on how the assigned equipment works	1    2    3    4    5
2	Uses the assigned equipment accordingly	1    2    3    4    5
3	Troubleshoots the assigned equipment when it malfunctions	1    2    3    4    5
4	Uses the right tools needed for the job	1    2    3    4    5
5	Identifies the component/materials needed in their production line unit	1    2    3    4    5
6	Can explain how a component/part of a product is produced in her/his line production	1    2    3    4    5
7	Executes the task in her/his production line with quality	1    2    3    4    5
8	Identifies a product in her/his production unit that needs to be rework or rejected	1    2    3    4    5
9	Conducts functionality test of the product in their production line.	1    2    3    4    5
10	Understands the importance of the product in her/his production line as part of a whole	1    2    3    4    5

Work Ethics

1	Punctual in coming to work	1    2    3    4    5
2	Informs her/his immediate supervisor when a circumstance can hamper her/his attendance for work	1    2    3    4    5
3	Uses work time productively and break time accordingly	1    2    3    4    5
4	Clean work area for her/his own and fellow workers’ safety.	1    2    3    4    5
5	Obey company rules	1    2    3    4    5

Relating with Others

1	Build good interpersonal relationships with colleagues	1    2    3    4    5
2	Initiates help to other workers when needed	1    2    3    4    5
3	Thoughtful but does not interfere in others personal life	1    2    3    4    5
4	Nurture good rapport with colleagues	1    2    3    4    5
5	Enlivens the spirit of fellow workers	1    2    3    4    5

 

Training Evaluation This section focuses on the planning and evaluation aspects of the specific trainings that were identified for a production unit team.  This can be used to present the idea for approval by management.
Estimated budget(Breakdown of projected expenses for duration of training)	Resources(Presentation materials, physical facilities, etc.)	Documentation(Consolidation of digital and hard data for presentation)	Evaluation(Focused on trainers,  trainees, organizers,  and training program)
- Use a separate sheet if possible -	- Use a separate sheet if possible -	- Use a separate sheet if possible -	- Use a separate sheet if possible -
Conclusion	How will this assessment tool help identify the training needs and motivation needed by the staff for future training?

                                                                                                                

 

Training Needs Analysis (TNA) – generic self assessed template

Needs Analysis Template Sample 3- self analysis

Often we are asked for TNA templates, so here is our sample number 3. Each need requires different data to be collected. In this example individuals can complete a self analysis approach. More templates to follow – watch this space…

A. Extent of Training This section defines the necessary information needed to plan Self Assessment Skills Training. It allows the organizers or initiators of such instruction to assess what kind of resources they would need to carry out any specific skill training that can be determined from the target Participants’ Performance Appraisal  in Table C.

Office/Branch

Department

Target Date/s for Training

Desired Facilitator/s tick (ü) one

Framework for Training tick (ü) one

Training Location/Site tick (ü) one

(     ) Outsourced (     ) Within the department (     ) Within the organization

(    ) Management request (    ) New initiative (    ) Organizational need

(     ) Within office premises (     )  Outside the premises (specify) _______________

Additional details Provide extra description here

Methodology tick (ü) one   (    ) On the job training (    ) Workshop (    ) Online learning (    ) Others (specify) _______________________

Duration of Training tick (ü) one   (     ) 1 to 2 weekdays (     ) Every weekend (     ) On going/continuous (     ) Others (specify) ______________________

B. Target Participant Review   This section answered by the participants focuses on getting as much information regarding the target participants in order to homogenize the training modules that these population deem that they need. It focuses more on their employment with the establishment, the kind of education, their form of intelligence, and the various evaluations that they have previously encountered.

Name:

Job position:

Please tick ( ) for descriptions that apply or fill in the blanks to specify your answers

1. Tenure/ Service

(     ) Less than a year (     ) More than 1 year – Less than 5 years (     ) More than 5 years – Less than 10 years (     ) More than 10 years

2. Type of employment

(     ) Contractual                              (     ) Permanent (     ) Part-time                                  (     ) Full-time (     ) Freelance/Commission-based  (     ) Others _______________

3. Level of employment

(    ) Entry level                             (    ) Experienced employee (    ) Supervisor/Senior employee (    ) Middle manager (    ) Executive level                      (    ) Internship

4. Formal education

A. Highest educational attainment: (    ) High school diploma (    ) Vocational certificate (    ) Bachelor’s degree (    ) Master’s degree (    ) Doctorate degree (    ) Unfinished degree (specify) ____________________________

B. Degree issued: (    ) Online/Distance Institute (    ) Local University/College (    ) Foreign Campus (    ) Others (specify) ________________________

C. Recognitions received (    ) Academics (    ) Non-academic

5. Inherent talent   How often are you likely to engage in these activities? (Most likely = 5,  Least likely = 1)

Criteria

1

2

3

4

5

A. Tell stories, debate points of view

B. Fix things, number problems

C. Notice details, solve puzzles

D. Engage in sports, build things

E. Recognize patterns, love/play music

F. Empathize with others, good listener

G. Complex mental workout, critical

H. Classify things, nature trips

6. Prior knowledge and training history

A. Would knowing all the skills and latent talents you have make you a better employee?       (    ) Yes                                          (    ) No

B. Do you think that there are skills that you have acquired aside from the ones you developed through formal education?       (    ) Yes                                          (    ) No

C. Have you ever tried any form of skill assessment to become acquainted with your current skills?        (    ) Yes                                          (    ) No

D. Would you like to attend training/workshop/seminars that would show you how to perform skills self-assessment?       (    ) Yes                                          (    ) No

E. Would you subject yourself to evaluation regarding the training/seminar/workshop regarding skills self-assessment?       (    ) Yes                                          (    ) No

Please tick ( ) for descriptions that apply or fill in the blanks to specify your answers

C. Participant Performance Appraisal   This section is to be filled up by the selected participants based on the information taken from Table B. However, their individual names were excluded to reveal the trend between certain factors that might contribute to the skills they might discover through self-assessment training.   Job Position

1. Your current skills observed and found useful in the workplace   Choose at least 3 to 5 options that apply to you

(    ) Compose effective business correspondence and reports (    ) Collaborates and motivates fellow employees to achieve results (    ) Creates effective visual presentation regarding numerical data. (    ) Willing to perform field work and client demonstrations (    ) Spot current trends in market surveys and sales reports (    ) Listens and interacts during corporate assemblies (    ) Receive and offer constructive criticism to other co-workers (    ) Easily classify various data according to their characteristics (    ) Others (please specify) ___________________________________

2. Skill deficiency   Rank skills that you might want the skills self-assessment to detect    (1 = not important,  5 = very important)

Criteria

1

2

3

4

5

A. Write effective business correspondence and reports

B. Collaborate/motivate others to achieve goals

C. Create effective presentations on numerical data.

D. Willingness to perform field work/demonstration

E. Spot patterns in market surveys and sales reports

F. Listen and interact during corporate assemblies

G. Offer/receive constructive criticism to other people

H. Categorize data according to their characteristics

J. Others (please specify) ________________________

3. Motivation   Rank the reasons why you might want to learn self skills-assessment   (1 = not important,  5 = very important)

Criteria

1

2

3

4

5

A. Eventual job promotion

B. Potential pay raise for every new skill discovered

C. Self-empowerment

D. Mastery of skills that have not been detected

E. Honing current skills detected

F. More after-office socialization with peers

J. Others (please specify) ________________________

D. Training Evaluation This section focuses on the planning and evaluation aspects of the specific trainings that were identified upon consolidation of data from Tables B and C. This can be used to present the idea for approval by upper management.

Estimated budget (Breakdown of projected expenses for duration of training)

Resources (Presentation materials, physical facilities, etc.)

Documentation (Consolidation of digital and hard data for presentation)

Evaluation (Focused on trainers,  trainees, organizers,  and training program)

- Use a separate sheet if possible -

- Use a separate sheet if possible -

- Use a separate sheet if possible -

- Use a separate sheet if possible -

Conclusion

How will this assessment tool help identify the training needs and motivation needed by the staff for future training?

Training Needs Analysis Template – Call Centre

Training Needs Analysis/ Assessment – Call Centre Agent

Purpose of Training Needs Analysis (TNA)

The company considers a Call Centre Agent as a valuable asset that could help best deliver the services that the client expects from us. The management of the company believes that you could perform exceptionally if you are fully equipped with the knowledge and skills that your job requires. It is for this reason that this Training Needs Analysis (TNA) is being conducted, to help you improve/enhance your skills so that our clients could only expect the best from us. Our goal is to make our clients happy and productive while doing our job exceptionally well. This TNA could provide us the gap in which an intervention will be based so that the design of the training we would provide you will be what you need. Kindly respond to each item below. Each category is important for our reference in designing the training module.

Personal Background

Name: _____________________________

Section/Department: _________________________________________________

Relevant Seminars & Training Attended:

Title of Seminar                                               _________________________________________          Date of Attendance

---

---

---

Note: If space is not enough, you may use another sheet

Area of Expertise: ___________________________________________________

Competency Check

Encircle the rating that best describes your competency in each item.

One (1) being the lowest and five (5) being the highest.

1	Speaks English fluently	1    2   3   4   5
2	Speaks the (required) language clearly	1    2   3   4   5
3	Speaks audibly and coherently	1    2   3   4   5
4	Uses the three basic software (Word, Excel, Power-point)  proficiently	1    2   3   4   5
5	Can work using the customer’s database/ CRM	1    2   3   4   5
6	Can understand and follow instructions easily	1    2   3   4   5
7	Understands fast what is being heard over the phone	1    2   3   4   5
8	Implements immediate action on a pressing matter	1    2   3   4   5
9	Gets annoyed easily with a rude customer	1    2   3   4   5
10	Responds immediately to a customer’s call/query	1    2   3   4   5
11	Maintains accurate CRM/ file notes	1    2   3   4   5

Team Relationship

Encircle the rating that best describes your relationship towards fellow workers. One (1) being the lowest and five (5) being the highest.

1	Easily gets along with others	1    2   3   4   5
2	Enjoys being with fellow agent during work breaks	1    2   3   4   5
3	Considers constructive criticism from fellow agent a help to improve herself/himself	1    2   3   4   5
4	Respect the privacy of fellow agent and immediate team leader/ supervisor	1    2   3   4   5
5	Value the comments and suggestions of immediate team leaders/ supervisor	1    2   3   4   5
6	Prefers to be working alone even if work requires a team	1    2   3   4   5
7	Initiates to help fellow worker who are in need (work related).	1    2   3   4   5
8	Contributes to attain company goals	1    2   3   4   5

Area for Improvement

As honestly as possible, kindly list down the things that you think you need to be improved in relation to your work as a call centre agent.

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Note: The person who will use this tool must compare the result from the standard competencies of a Call Centre Agent. The gap that will be established shall be the basis for the training that should be provided to the trainee. TNA is important because it will provide a correct intervention to the human resource. A correct intervention would mean a cost effective investment to the human resource and human capital of an organisation.

Training Evaluation This section focuses on the planning and evaluation aspects of the specific trainings that were identified for a Call Centre Agent skills. This can be used to present the idea for approval by upper management.
Estimated budget (Breakdown of projected expenses for duration of training)	Resources (Presentation materials, physical facilities, etc.)	Documentation (Consolidation of digital and hard data for presentation)	Evaluation (Focused on trainers,  trainees, organizers, and training program)
- Use a separate sheet if required -	- Use a separate sheet if required -	- Use a separate sheet if required -	- Use a separate sheet if required -
Conclusion	How will this assessment tool help identify the training needs and motivation needed by the staff for future training?

NOTE
This is only a sample TNA template. Please use this as a starter for the roles your organisation requires.

TNA template – Training needs analysis for self assessing

Training needs analysis for assessing your own needs

Identifying training needs or identifying learning needs are topics we are often asked about. To help individuals undertaking TNA or LNAs on themselves, we have developed a series of templates to act as a starter for you. Often the content of the needs analysis template may be all you need, however, we do not know your particular organization or culture. Use these templates as a starting point.

Not all performance issues can be solved through training alone, indeed often what is initially thought of as a training need, often turns out to require a change in resources, equipment or process. Remember training and learning are only part of the picture.

Training Needs Analysis Template for assessing your own needs skills:

A. Extent of TrainingThis section defines the necessary information needed to plan Self Assessment Skills Training. It allows the organizers or initiators of such instruction to assess what kind of resources they would need to carry out any specific skill training that can be determined from the target Participants’ Performance Appraisal in Table C.

Office/Branch

Department

Target Date/s for Training

Desired Facilitator/s tick one

Framework for Training tick one

Training Location/Site tick one

( ) Outsourced ( ) Within the department ( ) Within the organization

( ) Management request ( ) New initiative ( ) Organizational need

( ) Within office premises ( ) Outside the premises(specify) _______________

Additional detailsProvide extra description here

Methodology tick one( ) On the job training ( ) Workshop ( ) Online learning ( ) Others (specify) _______________________

Duration of Training tick one( ) Hours ( ) 1 to 2 weekdays ( ) Every weekend ( ) On going/continuous ( ) Others (specify)______________________

B. Target Participant Review[1] This section answered by the participants focuses on getting as much information regarding the target participants in order to homogenize the training modules that these population deem that they need. It focuses more on their employment with the establishment, the kind of education, their form of intelligence, and the various evaluations that they have previously encountered.

Name:

Job position:

Please tick (ü) for descriptions that apply or fill in the blanks to specify your answers

1. Tenure/ Length of service

( ) Less than a year ( ) More than 1 year – Less than 5 years ( ) More than 5 years – Less than 10 years ( ) More than 10 years

2. Type of employment

( ) Contractual ( ) Permanent ( ) Part-time ( ) Full-time ( ) Freelance/Commission-based ( ) Others _______________

3. Level of employment

( ) Entry level ( ) Experienced employee ( ) Supervisor/Senior employee ( ) Middle manager ( ) Executive level ( ) Internship

4. Formal education

A. Highest educational attainment:( ) High school diploma ( ) Vocational certificate ( ) Bachelor’s degree ( ) Master’s degree ( ) Doctorate degree ( ) Unfinished degree (specify)____________________________

B. Degree issued:( ) Online/Distance Institute ( ) Local University/College ( ) Foreign Campus ( ) Others (specify) ________________________

C. Recognitions received( ) Academics ( ) Non-academic

5. Inherent talent How often are you likely to engage in these activities? (Most likely = 5, Least likely = 1)

Criteria

1

2

3

4

5

A. Tell stories, debate points of view

B. Fix things, number problems

C. Notice details, solve puzzles

D. Engage in sports, build things

E. Recognize patterns, love/play music

F. Empathize with others, good listener

G. Complex mental workout, critical

H. Classify things, nature trips

6. Prior knowledge and training history

A. Would knowing all the skills and latent talents you have make you a better employee?( ) Yes ( ) No

B. Do you think that there are skills that you have acquired aside from the ones you developed through formal education?( ) Yes ( ) No

C. Have you ever tried any form of skill assessment to become acquainted with your current skills?( ) Yes ( ) No

D. Would you like to attend training/workshop/seminars that would show you how to perform skills self-assessment?( ) Yes ( ) No

E. Would you subject yourself to evaluation regarding the training/seminar/workshop regarding skills self-assessment?( ) Yes ( ) No

Please tick (ü) for descriptions that apply or fill in the blanks to specify your answers

C. Participant Performance Appraisal[2] This section is to be filled up by the selected participants based on the information taken from Table B. However, their individual names were excluded to reveal the trend between certain factors that might contribute to the skills they might discover through self-assessment training.   Job Position

1. Your current skills observed and found useful in the workplace Choose at least 3 to 5 options that apply to you

( ) Compose effective business correspondence and reports ( ) Collaborates and motivates fellow employees to achieve results ( ) Creates effective visual presentation regarding numerical data ( ) Willing to perform field work and client demonstrations ( ) Spot current trends in market surveys and sales reports ( ) Listens and interacts during corporate assemblies ( ) Receive and offer constructive criticism to other co-workers ( ) Easily classify various data according to their characteristics( ) Others (please specify) ___________________________________

2. Skill deficiency Rank skills that you might want the skills self-assessment to detect   (1 = not important, 5 = very important)

Criteria

1

2

3

4

5

A. Write effective business correspondence and reports

B. Collaborate/motivate others to achieve goals

C. Create effective presentations on numerical data.

D. Willingness to perform field work/demonstration

E. Spot patterns in market surveys and sales reports

F. Listen and interact during corporate assemblies

G. Offer/receive constructive criticism to other people

H. Categorize data according to their characteristics

J. Others (please specify) ________________________

3. Motivation Rank the reasons why you might want to learn self skills-assessment (1 = not important, 5 = very important)

Criteria

1

2

3

4

5

A. Eventual job promotion

B. Potential pay raise for every new skill discovered

C. Self-empowerment

D. Mastery of skills that have not been detected

E. Honing current skills detected

F. More after-office socialization with peers

J. Others (please specify) ________________________

D. Training Evaluation This section focuses on the planning and evaluation aspects of the specific trainings that were identified upon consolidation of data from Tables B and C. This can be used to present the idea for approval by upper management.

Estimated budget(Breakdown of projected expenses for duration of training)

Resources(Presentation materials, physical facilities, etc.)

Documentation(Consolidation of digital and hard data for presentation)

Evaluation(Focused on trainers, trainees, organizers, and training program)

- Use a separate sheet if possible -

- Use a separate sheet if possible -

- Use a separate sheet if possible -

- Use a separate sheet if possible -

Conclusion

How will this assessment tool help identify the training needs and motivation needed by the staff for future training?

** please note, this is a generic template and some of the data we propose may not be appropriate for your organization, region or country

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[1] Training Needs Analysis – Skills Self-assessment

[2] Training Needs Analysis – Skills Self-assessment

TNA template – Training needs analysis for “common business needs” and skills

Training needs analysis for “common business needs” and skills

Identifying training needs or identifying learning needs are topics we are often asked about. To help individuals undertaking TNA or LNAs we have developed a series of templates to act as a starter for you. Often the content of the needs analysis template may be all you need, however, we do not know your particular organization or culture. Use these templates as a starting point.

Not all performance issues can be solved through training alone, indeed often what is initially thought of as a training need, often turns out to require a change in resources, equipment or process. Remember training and learning are only part of the picture.

Training Needs Analysis Template for common or typical business skills:

A. Extent of TrainingThis section defines the necessary information needed to plan Common Business Needs Training. It allows the organizers or initiators of such instruction to assess what kind of resources they would need to carry out any specific skill training that can be determined from the target Participants’ Performance Appraisal in Table C.
Office/Branch	Department	Target Date/s for Training
Desired Facilitator/s tick one	Framework for Training tick one	Training Location/Site tick one
(     ) Outsourced (     ) Within the department (     ) Within the organization	(    ) Management request (    ) New initiative (    ) Organizational need (    ) personal Development	(     ) Within office premises (     ) Outside the premises(specify) _______________
Additional detailsProvide extra description here	Methodology tick one (    ) On the job training/ coaching(    ) Workshop(    ) Online learning(    ) Others (specify) _______________________	Duration of Training tick one (     ) Hours(     ) 1 to 2 weekdays(     ) Every weekend (     ) On going/continuous (     ) Others (specify)______________________

 

B. Target Participant Review This section answered by the participants focuses on getting as much information regarding the target participants in order to homogenize the training modules that these population deem that they need. It focuses more on their employment with the establishment, the kind of education they’ve had and the various evaluations that they have previously encountered.
Name:	Job Title/ Role:
Please tick for descriptions that apply or fill in the blanks to specify your answers
1. Tenure/ length of service*	(     ) Less than a year (     ) More than 1 year – Less than 5 years (     ) More than 5 years – Less than 10 years (     ) More than 10 years
2. Type of employment	(     ) Contractual                              (     ) Permanent(     ) Part-time                                  (     ) Full-time(     ) Freelance/Commission-based  (     ) Others _______________
3. Level of employment	(    ) Entry level                                    (    ) Experienced employee (    ) Supervisor/Senior employee   (    ) Middle manager (    ) Executive level                            (    ) Internship
4. Educational qualification	A. Highest educational attainment:(    ) High school diploma (    ) Vocational certificate (    ) Bachelor’s degree (    ) Master’s degree (    ) Doctorate degree (    ) Unfinished degree (specify)____________________________	B. Degree issued:(    ) Online/Distance Institute (    ) Local University/College (    ) Foreign Campus (    ) Others (specify) ________________________C. Recognitions received (    ) Academics (    ) Non-academic
5. Prior knowledge and training history	A. Have you ever experienced needs assessment before?     (    )  Yes           (    ) No	B. Have you taken business needs workshops/seminars before?     (    ) Yes, it was about               (    ) Equal opportunities               (    ) Sales improvement               (    ) Health and safety                (    ) No
	C. Do you think addressing common business needs will make your workplace any better?     (    ) Yes          (    ) No	D. Would you like to attend any business needs workshop/seminar?     (    ) Yes, it should focus on              (    ) Equal opportunities              (    ) Sales improvement              (    ) Health and safety      (    ) No
	E. Would you subject yourself to evaluation after a common business needs workshop/seminar?     (    ) Yes         (    ) No

 

Please tick for descriptions that apply or fill in the blanks to specify your answers
C. Participant Performance Appraisal[i]  This section is to be filled up by the selected participants based on the information taken from Table B. However, their individual names were excluded to reveal the trend between certain factors that might discriminate them from others relative to the common business needs that must be addressed in their place of employment.
*Age:(  )  below 19 (  )  20 – 29 (  )  30 – 39 (  )  40 – 49 (  )  50 – 59 (  )  above 60		*Gender:(  ) Male (  ) Female	*Children:(   ) Yes, I have (   ) None	Job Position:
		*Civil Status(  ) Single (  ) Married (  ) Divorced	*Religion:(   ) Practicing (specify) __________(   ) Not practicing (specify) __________ (   ) None	*Ethnic group:(    ) Caucasian (    ) Asian (    ) African (    ) Others(specify) __________________
1. Current business needs commonly observed in the workplace Choose two (2) options from each three (3) business needs category listed	A. Equal opportunities(    ) Provision of training and development to increase work productivity (    ) Fair practices and behavior are expected in all employees (    ) Reasonable merit-based selection process for recruitment/promotion (    ) Rational workload and work schedule allocation (    ) Unbiased process dealing with work-related complaints/grievances(    ) Others: _____________________________________________ B. Sales-related (    ) Consider the client’s position when making decisions (    ) Provides staff awareness of costs, profits, markets and added value (    ) Anticipate trade opportunities and support these needs to the market (    ) Motivate sales staff to perform better (    ) Interact with other establishments for better business relations (    ) Others: _____________________________________________ C. Health and Safety (    ) Employees are covered with accident and health insurance (    ) Periodic fire/earthquake/emergency drills (    ) Most of the fixtures are based on ergonomics (    ) Support services uphold hygiene, security and safety at work (    ) Provisions for emergency response, fire safety are available (    ) Others: _______________________________________________
2. Skill deficiency Rank the skills that you feel is needed to address these common business needs (1 = not important, 5 = very important)	Criteria				1	2	3	4	5
	A. Familiarity with statutes on equal opportunity
	B. Understanding financial reports
	C. Ability to respond correctly to emergency situations
	D. Identify different types of harassment at work
	E. Relating to different types of clients
	F. First aid and self defense
	G. Awareness of legal actions done for discrimination
	H. Different types of marketing strategies
	I. Contributing to a healthy and secure workplace
	J. Others (please specify) ________________________
3. Desired skills Rank the skills that you need to master to address common business needs   (1 = not needed, 5 =very much needed)	Criteria				1	2	3	4	5
	A. Familiarity with statutes on equal opportunity
	B. Understanding financial reports
	C. Ability to respond correctly to emergency situations
	D. Identify different types of harassment at work
	E. Relating to different types of clients
	F. First aid and self defense
	G. Awareness of legal actions done for discrimination
	H. Different types of marketing strategies
	I. Contributing to a healthy and secure workplace
	J. Others (please specify) ________________________
4. Motivation Choose 1 – 3 reasons that might motivate you to undergo training	(    ) Pay raise, increase in compensation, better pay grade (    ) Job promotion within the department or other departments (    ) Job transfer in the future (    ) Personal satisfaction, continuing education, self-empowerment (    ) Peer pressure, being with colleagues even after-office hours(    ) Others (please specify) ____________________________________
D. Training EvaluationThis section focuses on the planning and evaluation aspects of the specific trainings that were identified upon consolidation of data from Tables B and C. This can be used to present the idea for approval by upper management.
Estimated budget(Breakdown of projected expenses for duration of training)		Resources(Presentation materials, physical facilities, etc.)	Documentation(Consolidation of digital and hard data for presentation)	Evaluation(Focused on trainers,  trainees, organizers,  and training program)
- Use a separate sheet if possible -		- Use a separate sheet if possible -	- Use a separate sheet if possible -	- Use a separate sheet if possible -
Conclusion		How will this assessment tool help identify the training needs and motivation needed by the staff for future training?

** please note, this is a generic template and some of the data we propose may not be appropriate for your organization, region or country

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[i] Training Needs Analysis – Common Business Needs

TNA template – Managerial and Office Skills Training

Training needs analysis for office and managerial skills

Identifying training needs or identifying learning needs are topics we are often asked about. To help individuals undertaking TNA or LNAs we have developed a series of  templates to act as a starter for you. Often the content of the needs analysis template may be all you need, however, we do not know your particular organization or culture. Use these templates as a starting point.

Not all performance issues can be solved through training alone, indeed often what is initially thought of as a training need, often turns out to require a change in resources, equipment or process. Remember training and learning are only part of the picture.

Training Needs Analysis Template for managerial and office skills:

A. Extent or Scope of Training This section defines the necessary information needed to plan Managerial and Office Skills Training. It allows the organizers or initiators of such instruction to assess what kind of resources they would need to carry out any specific skill training that can be determined from the target Participants’ Performance Appraisal  in Table C.
Office/Branch			Department		Target Date/s for Training
Desired Facilitator/s  tick one			Framework for Training tick one		Training Location/Site   tick one
(     ) Outsourced (     ) Within the department  (     ) Within the organization			(    ) Management request (    ) New initiative  (    ) Organizational need  (    ) Personal development (specify) ________________		(     ) Within office premises (     )  Outside the premises  (specify) _______________
Additional details Provide extra description here			Methodology  tick one (    ) On the job training/ coaching  (    ) Workshop  (    ) Online learning  (    ) Others (specify) _______________________		Duration of Training  tick one (     ) Hours   (     ) 1 to 2 weekdays  (     ) Every weekend  (     ) On going/continuous  (     ) Others (specify)  ______________________
B. Target Participant Review[1] This section answered by the participants focuses on getting as much information regarding the target participants in order to homogenize the skill training modules that these population deem that they need. It focuses more on their employment with the establishment, the kind of education they’ve had and the various evaluations that they have previously encountered.
Name:				Job position:
Please tick (ü) for descriptions that apply or fill in the blanks to specify your answers
1. Tenure/ Length of service		(     ) Less than a year (     ) More than 1 year – Less than 5 years  (     ) More than 5 years – Less than 10 years  (     ) More than 10 years
2. Type of employment		(     ) Contractual                         (     ) Permanent (     ) Part-time                             (     ) Full-time
3. Level of employment		(    ) Entry level                                  (    ) Experienced employee  (    ) Supervisor/Senior employee  (    ) Middle manager  (    ) Upper management                  (    ) Internship
4. Skill assessment history		A. Have you ever experienced skill assessment before?      (    )  Yes                                      (    ) No
		B. Have you taken skills training workshops/seminars before?      (    ) Yes                                       (    ) No
		C. Can skill assessments gauge your skills in the workplace?      (    ) Yes                                       (    ) No
		D. Would you like to attend skills training workshop/seminar?      (    ) Yes                                       (    ) No
		E. Would you subject yourself to skill assessment after a skill training workshop/seminar?      (    ) Yes                                       (    ) No
C. Participant Performance Appraisal  This section is to be filled up by the selected participants based on the information taken from Table B. However, their individual names were excluded to reveal the trend between age, gender and job position relative to their skills – what they have, what they want to acquire and what skill gaps they see in doing their current job positions.
Job position:
Please tick (ü) for descriptions that apply or fill in the blanks to specify your answers [2]
1. Current skills    Choose at least 5 tasks which you tend to do most of the time	(    ) Customer service                  (    ) Team building  (    ) Data entry                              (    ) Policy making  (    ) Fiscal responsibility             (    ) Public relations  (    ) Office management             (    ) Interviewing employees  (    ) Personal assistance              (    ) Board presentations  (    ) Reception regulation           (    ) Staff coordination  (    ) File management                 (    ) Prepare reports  (    ) Task administration            (    ) Production management  (    ) Supervisory work                 (    ) Quality control  (    ) Manage labour relations       (    ) Evaluate job performance                (    ) Others _________________________________________________
2. Skill deficiency    Rank the skills that you feel is needed to do your work properly  (1 = not important,   5 = very important)	Criteria					1	2	3	4	5
	A. Literacy skills (i.e. speech development, etc.)
	B. Higher-level job skills (i.e. labour relations, etc.)
	C. School subject reviews (i.e. math proficiency, etc.)
	D. Market/ Professional trends
	E. Foreign relations (i.e. espouse practices abroad)
	F. Local training (i.e. cater to needs of local market)
	G. Global access to information (i.e. internet, journals)
	H. Human resources (i.e. mentoring programs, etc.)
	I. Mastering current skills
	J. Others (please specify) ________________________
3. Desired skills    Rank the skills that you need to master to address your current skill gaps     (1 = not needed,  5 =very much needed)	Criteria					1	2	3	4	5
	A. Leadership and management training
	B. Communications skills review
	C. Utilising technology and various media better
	D. Critical thinking skills improvement
	E. Statutes on labour relations and employment rights
	F. Office and data management
	G. Business math and accounting
	H. Current trends in the local/international market
	I. Personality development and office etiquette
	J. Others (please specify) ________________________
4. Motivation    Choose 1 – 3 reasons that might motivate you to undergo training	(    ) Pay raise, increase in compensation, better pay grade  (    ) Job promotion within the department or other departments  (    ) Job transfer in the future  (    ) Personal satisfaction  (    ) Peer pressure, being with colleagues after-office hours  (    ) Others (please specify) ____________________________________

 

D. Training Evaluation This section focuses on the planning and evaluation aspects of the specific trainings that were identified upon consolidation of data from Tables B and C. This can be used to present the idea for approval by upper management.
Estimated budget (Breakdown of projected expenses for duration of training)	Resources (Presentation materials, physical facilities, etc.)	Documentation (Consolidation of digital and hard data for presentation)	Evaluation (Focused on trainers,  trainees, organizers,  and training program)
- Use a separate sheet if possible -	- Use a separate sheet if possible -	- Use a separate sheet if possible -	- Use a separate sheet if possible -
Conclusion	How will this assessment tool help identify the training needs and motivation needed by the staff for future training?

  

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[1] Training Needs Analysis – Managerial and Office Skills 

[2] Training Needs Analysis – Managerial and Office Skills

** please note, this is a generic template and some of the data we propose may not be appropriate for your organization, region or country

The new training (learning and development) manager on the block

The New Training or Learning & Development Manager

You know the scene, you have been asked by your line manager to take on the role of company trainer. You accept. But what does this mean? You know that trainers teach people things they have not done before. So being a trainer is about sharing your experiences and skills… isn’t it?

Who needs to be trained?

Well actually… employees may need help improving in their current role, preparing for promotion, or developing their leadership skills, so this is often much more than just about sharing your existing skills, although this is how it starts. So if this is the future role you will be undertaking what skills do you need?

What do trainers do?

The term ‘training cycle’ is often quoted; a typical representation of a training cycle is shown here:

Therefore, to be a trainer we need to be able to:

 

Identify training and learning needs

Set objectives

Choose the right training methods and techniques

Implement and deliver training solutions

Evaluate training provided

 

Identifying training needs

Before we can deliver any training we have to understand the needs of either the individual or group of employees: What knowledge do they currently have? What do they need to know, and what do they need to be able to do? Identification of training needs (training needs analysis TNA) is the identification of the gap you as a trainer should look to fill. Of course, any TNA should be completed within the context of the culture and business needs of the organisation and not in isolation.

One step that is often overlooked in a TNA or gap analysis is the act of task analysis. A task analysis is a detailed look at the skill or role required. An effective task analysis can make the difference between effective and ineffective TNA. Often undertaking the ‘boring’ activity of completing a detailed task analysis can help us to identify the critical step, which if left out of the learning/ training plan means that learners know 99% of what we need them to but miss the 1% that makes all the difference. If you run a training course (say IT, systems or skills) and people keep coming back or productivity has not improved, then the chances are a critical step has been missed.

Setting objectives

Once we know the gap, we can articulate this to managers, participants and learners and set targets. The ability to write a SMARTer goal should not be underestimated. Having clear goals can often mean the difference between effective and ineffective training.

Choosing training techniques

The use of self study, elearning and on-the-job coaching is reducing the need for traditional classroom-style delivery, although it still has its place. When designing training to fit an identified need we need to look at a blended solution.

This may include guided reading as well as a classroom or one-to-one coaching session. Often the delivery will be chosen for logistic and financial reasons rather than ‘best practice’. However, as trainers we need to understand the strengths and weaknesses of all available solutions.

Delivering training

For many trainers this is where the job starts and finishes. Many trainers are handed content to deliver and they spend the majority of their time face to face with learners.

Building your training delivery skills can take a long time. Many people believe that because they are competent in a particular role they can train others easily. This is just not the case.

As trainers we need to account for a range of factors – learning preferences and needs, the skills and knowledge each individual brings to the room, our strengths and weaknesses, the basics of learning psychology, how to structure a session and why these factors are important.
So unfortunately, a one-day presentation skills course will not be enough. Being a trainer who works with groups is a little like learning to drive: the day you pass your test is the day you start to learn to drive. There are many courses that can get you your ‘license’ to train solo… but that is when you as a professional start to learn to train.

Evaluating training

It is all very well spending time and money on people, but did the training do what it was supposed to? The ability to measure learning and the success of training is vital to our profession. If we cannot show that we are adding value, why should they keep us on? Evaluation can occur at a number of levels. These are often referred to as Kirkpatrick’s four levels of evaluation.

The four levels of Kirkpatrick’s evaluation model essentially measure:

The reaction of the student – what they thought and felt about the training

Learning – the resulting increase in knowledge or capability

Behaviour – the extent of behaviour and capability improvement and implementation/application

Results – the effects on the business or environment resulting from the trainee’s performance

Most train the trainer courses look at levels one and two, a few look at level three. Level four is more often a learning and development managers role, rather than the trainer.

Using the training cycle is only part of the picture, and any use of this process must be within the context of business and organisational requirements.

The perfect train the trainer course

In an ideal world what should a train the trainer course cover? This is a difficult one, as different trainers will have different priorities. But the following is a good start:

Carrying out a basic training needs analysis

Understanding the psychology of learning, the process of learning, learning styles, preferences, etc.

Structuring a learning event – lesson/session plans

Objective and outcome defining and writing

Delivery skills:

• Presentation skills
• Facilitation skills  
• Demonstrations
• Facilitating learning exercises and activities
• Giving feedback
• Managing questions
• Managing behaviour in the training room
• Using learning aids – flipcharts, models, videos etc.
• Training room evaluation techniques

 

Public train the trainer courses

There are many train the trainer courses available. One of the better known is CTP (certificate in training practice) from the CIPD. This is a level three qualification, it normally takes a year, and is based more on underpinning knowledge than delivering skills. It’s designed for those who are looking to build a career in training and development.

In IT training are two providers that stand out from the crowd – TAP from The Training Foundation and ELF from Matrix42. Both started in the IT world but have developed their products to the more general market. Both offer external certification for their courses. In both cases the programmes are a ‘pass/fail’ with unsuccessful participants not being awarded certificates. This is refreshing, as it is an attempt to improve the training delivery standards in the UK.

There are many providers which offer ‘self awarded’ certificates. There are also many that advocate advanced techniques… but lets get the basics right first and then develop!
Mike Morrison is director of RapidBI Ltd, a consulting and training company specialising in organisational development and the development of high performing teams and individuals. For more information go to www.rapidbi.com

Our business is helping your business to grow (or survive) – tag lines gone mad!

Our business is helping your business

How many times have we heard this from suppliers? Are they really there to help us and our problem – or are they there to sell a product? Or is this just a fad tag line in the business world?

This is much like the training and learning debate occurring in training – the ‘training provider’ having a product and the learner having a need – but do they really match?

The identification of needs is really important to identify the gap (gap analysis). In the world of training and development a tool or approach called Training needs analysis (TNA) or Learning needs analysis (LNA) is used. But when we are engaging consultants from other areas what do we use?

One such model for enabling one business to help another is a Business Improvement Review. An effective Business Improvement Review does a number of things:

• It looks at the company/ organization in a holistic way (PRIMO-F)
• It takes the views of all stakeholders in and around the organization
• Is change management led
• Is not tied to the political ‘whims’ of local funding, but the real needs of the organisation
• Is not linked to a framework which is used for competitions
• Provides the ability to measure and evaluate progress against any action taken
• Is owned by the management of the organization being reviewed

 

Having looked around the web I love the way that organizations attempt to show that they will solve your business problems..

Here are some strap-line examples:

1. Our business is helping your business purchase the best solution at the best price
2. Our business is helping your business, and a killer logo is the first step to a successful business presence
3. Our business is helping your business grow – xxx  as a location for xx-sector-xx related activities
4. Our business is helping your business succeed in the xxxx region
5. Our business is helping your business succeed
6. Our business is helping your business prosper
7. Our business is helping your business take full advantage of its information system resources
8. Our business is helping your business work better…at all levels
9. Our business is helping your business make money

Can you see a theme here…? and if you search the net for these you will find in-excess of 16000 business using this as a strap-line..

Buying a product is one thing, having a service provider sell you their service without considering the impact on the whole of your business could amount to commercial suicide.

Why business development or outsourcing fails

1. Not linked to organisational objectives
2. No overall strategy for corporate development
3. Corporate culture not taken into account
4. Purchasers not clear about what they are buying
5. Suppliers finding solutions to problems they can solve
6. Lack of evaluation
7. Time pressures on managers
8. Change process not managed

Before purchasing any business solution, make sure that these issues are addressed

How to do a Training Needs Analysis – TNA (Learning Needs Analysis LNA)

Overview – How to do a Training Needs Analysis – TNA – LNA

A Training Needs Analysis (TNA) (or Learning Needs Analysis LNA) consists of a series of activities conducted to identify or solve problems and to determine whether training is an appropriate solution.

The TNA is often the first step taken to initiate change. This is mainly because a needs analysis specifically defines the gap between the current and the desired individual and organisational performances.

 

Introduction

For any training (or learning) needs analysis to be successful for the organisation we need to understand the context.

One way is to carry out an audit of the current situation, desired changes in job or responsibility, and probable technological and organisational developments. This will provide the information needed to determine what is required of the individual, team or organisation.

Only when the strategic need and context is understood can you determine performance standards in terms of skills, contacts and practical experience. There are many published management competencies and standards that can be helpful here (why re-invent the wheel?). The use of the SWOT that was used for developing the organisations business plan can help set the context too.

Simple questionnaires or tools can help you to identify where individuals stand on a range of competences and culture. The process of asking and answering the questions, and the feedback will contribute to self awareness, especially if the results include contributions from line manager, peers and direct reports. The training need is the difference between the current performance and the required performance that can be met through training rather than through other changes.

Only needs which help to meet the organisations plans should be prioritised highly. ‘Nice to have’ skills should not be ignored but only met when all operationally important needs have been met first.

 

Levels

There are many levels that a TNA or LNA can be undertaken for:

• Task
• Individual/ role
• Team
• Organisational

 

TNA needs to be a configurable process

One of the most important factors to know about any Training Needs Assessment (TNA) is: it is a process that must be configured to meet the situation at hand.

In other words, there is no “off-the-shelf” TNA process to be followed step by step. It just won’t work. Sure there are “ready made” TNAs for software applications and other skills, but this is low level and narrow focused and ignores the context.

TNAs can be triggered by many different circumstances, each of which poses its own goals and requirements.  A TNA is a data-based, analytical activity and many methods of collecting and analyzing information might be used (e.g., (internal & externally based) surveys, questionnaires, focus groups, interviews, observations, etc), not all of which are appropriate in all situations. When it comes to undertaking a TNA, you have to look at the situation being faced and devise an appropriate approach.

 

Looking at TNAs as a simple system

As a simple system, a Training Needs Analysis is comprised of inputs and outputs with some form of change process in between. The primary output of a TNA consists of recommendations and accompanying reasons as to what should be done, to who and why. A TNA doesn’t always lead to training as a solution. Its conclusions (outputs) might be that training is not needed or that some other course of action is more appropriate (e.g., job aids, improved measurement and feedback, goal clarification and even job or work redesign). It is also possible that TNA will lead to training plus something else. And, of course, there is always the possibility that a TNA will result in a decision to do nothing at all. The inputs to TNA are informational, including its triggers, and vary with the occasion.

 

What Triggers the need to do a TNA?

Often organisations will undertake a TNA as part of the performance management or employee appraisal scheme. Often there will be other organisational triggers:

• Outputs from a SWOT analysis
• Technology change
• Legal changes
• Customer service survey feedback
• Drops in productivity etc

The TNA is in essence a ‘gap analysis’ looking at the current to desired state, looking primarily at the human skill needs, often as part of the TNA other ‘gaps’ will be identified.

 

Tools to help Identify Training Needs (ITN):

There are many, but here are some of the core ones to choose from:

• Observation
• Interviews
• Focus groups
• Questionnaires (see our resources section)
• Psychometric style tests
• Job descriptions/ Role profiles
• Difficulty analysis
• Performance appraisals
• Repertory grid (a powerful but complex tool)
• Output from SWOT analysis

A training needs analysis can be formal or informal, simple or complex – it is down to the scope and likely value of the activity – if I were investing $100k in training I want to know that activity is clearly focussed – if it were $10 then the cost of the TNA would be more than the ‘solution’. Fitness for purpose is key here. Get the analysis wrong and it can be an expensive mistake.

 

Evaluation of training

If you understand the cost of providing the training solution and the value that the solution will give, then you are 90% towards the evaluation part of the training cycle. The TAN should form part of the evaluation process – as the only way to know if the training was successful is to re-run the TNA and see how much the gap has closed…

 

Note – a sample TNA tool can be found in our resourcezone