A Training Needs Analysis (TNA) provides managers with a bird’s eye view as to how changes will need to be supported by additional learning modules, or the provision of training environments in order to close the gap between existing and required knowledge.
The TNA illustrates the What, Who and How of an anticipated transformation. It outlines the educational needs of all stakeholders, enabling the development of a training programme with tailored content and delivery methods.
Why is it used?
Any organisational change will ultimately require a TNA; this will be to a greater or lesser extent depending on size and complexity of the project. The data gathered through this exercise enables a project team to support stakeholders through a transitional period, ensuring they feel supported and engaged using the most appropriate methods.
When is it helpful?
Once the changes are understood – typically through the Change Impact Assessment – a TNA can be developed to produce a properly costed and informed transition plan.
How is it applied?
It is advisable to develop a TNA by building on the data already collected via a Change Impact Assessment[1] , layering on to each change identified a view as to: the various groups impacted – this is not limited to single group as there may be multiple for each change. What the expectations are, or what the organisations expects of them – this could include the depth of knowledge required of each stakeholder group. What method of delivery is required to embed learning; e.g. ’train-the-trainer’.
Using a spreadsheet to collate and track this information is highly beneficial.
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