Table of Contents

Training Needs Assessment .......................................................................................................................... 1

If you think training is expensive try ignorance! ................................................................................... 1
Introduction: ................................................................................................................................................. 1
There are three levels of a training needs assessment: ........................................................................... 1
The Training Needs Assessment Process: ................................................................................................. 1
1.

Determine Agency Benefits of Needs Assessment ....................................................................... 1

2.

Plan................................................................................................................................................ 2

Conduct Needs Assessment .................................................................................................................. 2

What is Training Needs Assessment? ........................................................................................................... 3
Why should you conduct a TNA? .............................................................................................................. 3
Techniques for carrying out TNAs ............................................................................................................ 4
To Train or Not .......................................................................................................................................... 4
Training Need assessment ............................................................................................................................ 4
Organizational analysis: ............................................................................................................................ 5
Task & Role Analysis.................................................................................................................................. 5
Personnel Analysis/Individual Analysis ..................................................................................................... 5
Personnel analysis measures ................................................................................................................ 6
INDUSTRIAL IMPLICATION OF TNA ............................................................................................................... 6
How to do a TNA - process............................................................................................................................ 6
CASE STUDY:.................................................................................................................................................. 7
History: .......................................................................................................................................................... 7
Offering mobile financial services............................................................................................................. 7
Contributing to Pakistan's economy ......................................................................................................... 7
Human Resource Development Departments .............................................................................................. 8
Human Resource Development Functions ................................................................................................... 8
Challenges ..................................................................................................................................................... 8
Types of Training ........................................................................................................................................... 8
In house Training....................................................................................................................................... 8
Outsource Training.................................................................................................................................... 8

Telenors culture and Training ...................................................................................................................... 9

Necessary Components of Culture ............................................................................................................... 9
Frame Wok for HRD Department ................................................................................................................. 9
Level of Training Need .............................................................................................................................. 9
Necessary Questions for TNA ................................................................................................................... 9
TNA at Telenor ............................................................................................................................................ 10
TRAINING DESIGN MODEL ...................................................................................................................... 10
The Trainer .......................................................................................................................................... 10
The Trainees ........................................................................................................................................ 10
Training Climate .................................................................................................................................. 10
Trainees Learning Style ...................................................................................................................... 11
Training Strategies .............................................................................................................................. 11
Training Topics .................................................................................................................................... 11
Training Topics Contents..................................................................................................................... 11
Training Tactics ................................................................................................................................... 11
SWOT ANALYSIS: ......................................................................................................................................... 12
STRENGHT: .............................................................................................................................................. 12
WEAKNESS: ............................................................................................................................................. 12
OPPORTUNITY: ........................................................................................................................................ 12
THREATs: ................................................................................................................................................. 12
Conclusions: ................................................................................................................................................ 13
Recommendations: ..................................................................................................................................... 13

Page |1

Training Needs Assessment

If you think training is expensive try ignorance!

Introduction:
The purpose of a training needs assessment is to identify performance requirements and the
knowledge, skills, and abilities needed by an agency's workforce to achieve the requirements.
An effective training needs assessment will help direct resources to areas of greatest demand.
The assessment should address resources needed to fulfill organizational mission, improve
productivity, and provide quality products and services. A needs assessment is the process of
identifying the "gap" between performance required and current performance. When a
difference exists, it explores the causes and reasons for the gap and methods for closing or
eliminating the gap. A complete needs assessment also considers the consequences for ignoring
the gaps.

There are three levels of a training needs assessment:

Organizational assessment evaluates the level of organizational performance. An

assessment of this type will determine what skills, knowledge, and abilities an agency
needs. It determines what is required to alleviate the problems and weaknesses of the
agency as well as to enhance strengths and competencies, especially for Mission Critical
Occupation's (MCO). Organizational assessment takes into consideration various
additional factors, including changing demographics, political trends, technology, and
the economy.
Occupational assessment examines the skills, knowledge, and abilities required for
affected occupational groups. Occupational assessment identifies how and which
occupational discrepancies or gaps exist, potentially introduced by the new direction of
an agency. It also examines new ways to do work that can eliminate the discrepancies or
gaps.
Individual assessment analyzes how well an individual employee is doing a job and
determines the individual's capacity to do new or different work. Individual assessment
provides information on which employees need training and what kind.

The Training Needs Assessment Process:

1.

Determine Agency Benefits of Needs Assessment- this part of

the process will sell and help the decision makers and stakeholders understand the
concept of the needs assessment. Needs assessment based on the alignment of critical
behaviors with a clear agency mission will account for critical occupational and
performance requirements to help your agency: a) eliminate redundant training efforts,

Page |2

b) substantially reduce the unnecessary expenditure of training dollars, and c) assist

managers in identifying performance requirements that can best be satisfied by training
and other developmental strategies. To go beyond learning and actually achieve critical
behaviors the agency will also need to consider how required drivers will sustain desired
outcomes.
Key steps include:
Identify key stakeholders
Solicit support
Describe desired outcomes that will contribute to mission objectives
Clarify critical behaviors needed to achieve desired outcomes
Define required drivers essential to sustain the critical behaviors

2.

Plan- The needs assessment is likely to be only as successful as the planning.

o
o
o
o
o

Set goals/objectives for the needs assessment

Evaluate organizational (agency) readiness and identify key roles
Evaluate prior/other needs assessments
Prepare project plan
Inventory the capacity of staff and technology to conduct a meaningful
training skills assessment and analysis
o Clarify success measures and program milestones

Conduct Needs Assessment

o Obtain needs assessment data (e.g., review strategic plans, assess HR
metrics, review job descriptions, conduct surveys, review performance
appraisals)
o Analyze data
o Define performance problems/issues: occupational group/individuals
o Describe critical behaviors needed to affect problems/issues
o Determine and clarify why critical behaviors do not currently exist
o Research integrated performance solutions
o If training is the best solution, determine best training and development
approach(es)
o Assess cost/benefit of training and development approach(es); build a
"business case"
o Include organizational drivers needed to reinforce the critical behaviors that
will affect problems/issues

Page |3

o Describe how the critical behaviors will be monitored and assessed after
implementation of the improvement plan
The results of the needs assessment allows the training manager to set the training objectives
by answering two very basic questions: what needs to be done, and why is it not being done
now? Then, it is more likely that an accurate identification of whom, if anyone, needs training
and what training is needed. Sometimes training is not the best solution, and it is virtually never
the only solution. Some performance gaps can be reduced or eliminated through other
management solutions, such as communicating expectations, providing a supportive work
environment, and checking job fit. These interventions also are needed if training is to result in
sustained new behaviors needed to achieve new performance levels, for an individual, an
occupation, or an entire organization.

What is Training Needs Assessment?

A training needs Assessment is the method of determining if a training need exists and if
it does, what training is required to fill the gap.

Why should you conduct a TNA?

Avoid training for training sake.

Supports cost effective training.
Targets areas of greatest need.
Gives
information
on
the
organization's climate.
Gives commitment from managers
and trainers
Separates the symptoms from the
causes.

Page |4

Techniques for carrying out TNAs

Interviews
Survey questionnaires
Job descriptions and person specifications
Critical incidents
Log books and other company records
Industry seminars
Supervisors reports

To Train or Not

Training Need assessment

Page |5

Organizational analysis:
In Organizational analysis, trainers compare what the organization is doing and what it should
be doing. Trainers focus attention on organizational objectives, skills, inventories &
organizational climate including
Costs for labor
Materials
Distribution
1.
2.
3.
4.

Analysis of objective: short term & long term

Resource utilization analysis: human, physical & financial
Environmental scanning: social, economical, political, technological
Organizational climate analysis: turnover & absenteeism ratio

Task & Role Analysis

In work analysis trainers identify individual skill deficiency, the gap between what
people need to perform and what they can presently do
Such deficiencies are measured by comparing
Job results to work standards
Job descriptions to employee skills
Perceptions of job requirements to those actually demonstrated on the job
Job Evaluation
Operations & conditions of job
Skills, knowledge, attitude
methods

Types of training
Proactive
reactive

Personnel Analysis/Individual Analysis

Individual analysis is centered on a person doing the job.
1. Does he or she know what to do?
2. How to do it?

Page |6

3. The minimal acceptable level of performance?

Identifying who needs training
Determining employees readiness for training

Personnel analysis measures

General characteristics
Specific knowledge and skill
Learning styles
Special needs

INDUSTRIAL IMPLICATION OF TNA

Training need analysis is conducted to determine whether resources required are
available or not.
It helps to plan the budget of the company
Tells areas where training is required
It also highlights the occasions where training might not be appropriate but requires
alternate action.

How to do a TNA - process

Page |7

CASE STUDY:
History:
Telenor Pakistan is 100% owned by the Telenor Group, an international provider of high quality
voice, data, content and communication services in 11 markets across Europe and Asia. Telenor
Group is among the largest mobile operators in the world with 140 million mobile subscriptions
(Q4 2011) and a workforce of approximately 30,000.
Telenor Pakistan is the country's single largest European foreign direct investor, with
investments in excess of US$2 billion. It acquired a GSM license in 2004 and began commercial
operations on March 15, 2005.
At the end of December 2011 it had a reported subscriber base of 28.11 million, and a market
share of 24% making it the country's second largest mobile operator.

Offering mobile financial services

Telenor Pakistan acquired 51% of Tameer Microfinance Bank in November 2008. In 2009 it
launched 'easy paisa' to become Pakistan's first telecom operator to partner with a bank to
offer mobile financial services across Pakistan.

Contributing to Pakistan's economy

The company continues to contribute to Pakistan's economy. It has created 3,000 direct and
25,000 plus indirect jobs and has a network of over 180,000 retailers, franchises and sales &
service centers, thus providing a means to livelihood to thousands.
For 2011 it is estimated that Telenor Pakistan contributed over Rs. 23 billion in various forms of
direct and indirect taxes to the economy of Pakistan.

Page |8

Human Resource Development Departments

Central I
Central II
North (Islamabad)
South

Human Resource Development Functions

Training development
Organizational development
Career development
The new learning and performance wheel
Strategic management and HRD

Challenges

Increasing workforce diversity

Competing in a global economy
Eliminating the skill gaps
The need for life long learning
Facilitating the life long learning

Types of Training
In house training
Outsource training

In house Training

System related training

Product related training
Technical training
Front end desk training
Operational wise training

Outsource Training

Page |9

Moral building
Attitude building
Executive training

Telenors culture and Training

Employees are really satisfied with the norms and values of the Telenors internal
structure.
The 90% of the employees of the Telenor take the training most effective.

Necessary Components of Culture

Flat structure of communication

Hierarchy of the organization is well managed
Vertical as well as horizontal communication
Training as a necessary component

Frame Wok for HRD Department

HRD department follow a framework which consists of four major steps:

Training need assessment phase

Training design phase
Implementation phase
Evaluation phase

Level of Training Need

Organization level
Individual level
Operational level

Necessary Questions for TNA

Who Conducts Needs Analysis & Why?
Who is the Trainee?

P a g e | 10

TNA at Telenor
Techniques for Determining Specific Training Needs
Observation
Interviews
Questionnaires
Performance Appraisal
Job description

TRAINING DESIGN MODEL

The Trainer
The Trainees
Training Climate
Trainees Learning Style
Training Topics
Training Strategies
Support Facilities
Constraints

The Trainer
Before starting a training program, a trainer analyzes his technical, interpersonal, judgmental
skills in order to deliver quality content to trainers.

The Trainees
In training design there should be a close scrutiny of the trainees and their profiles. Age,
experience, needs and expectations of the trainees are some of the important factors that
affect training design.

Training Climate
There should be a good training climate, a good training climate comprises of ambience,
tone, feelings, and positive perception for training program, etc is one of the necessary
conditions of training design.

P a g e | 11

Trainees Learning Style

The learning style, age, experience, educational background of trainees must be kept in mind
in order to get the right pitch to the design of the program.

Training Strategies
Once the training objective has been identified, the trainer translates it into specific training
areas and modules. The trainer prepares the priority list of about what must be included, what
could be included.

Training Topics
After formulating a strategy, trainer decides upon the content to be delivered. Trainers break
the content into headings, topics, ad modules.

Training Topics Contents

Contents are then sequenced in a following manner:
From simple to complex
Topics are arranged in terms of their relative importance
From known to unknown
From specific to general
Dependent relationship

Training Tactics

Trainees background
Time allocated
Style preference of trainer
Level of competence of trainer
Availability of facilities and resources.

P a g e | 12

SWOT ANALYSIS:
STRENGHT:

Multi-national company
Superior customer care
Network quality and design
Financially Strong
Targeting all income segments
Nationwide franchise
Brand name

WEAKNESS:

Relatively low market share

Less Switching Cost
Less Differentiation:
Negative cash flow in initial years

OPPORTUNITY:

Entering new segments of Markets

Capturing Market where no other potential competitor exists
E-Commerce
Market size is the biggest ever opportunity in Pakistani telecom sector.

THREATs:

The change between the cultures makes the greatest resistance

Propaganda by religious forces
Public pay phones & calling cards usage where network is not available
Political Instability

P a g e | 13

Competitors

Conclusions:

Proper Training Programs.

Discussion with Trainer about Training.
Growth Opportunities.
Motivate Employees.
Friendly Environment.

Recommendations:

Trainer must be well trained.

Training must be a continuous process, and results of the Training must be Evaluate.
Provide training in chunks that are scheduled over a period of time.
Every individual, supervisor, attend Training Session.
Practice active learning principles; honor a variety of learning styles.
Make use of session pre-work during the actual training session.
Increase trainee investment in the session by engaging them in tasks requiring
action.
Provide reference materials and job aids for review after the session.
During the session, discuss how to address real life scenarios, and barriers.