How do you measure the improvement in your company performance as a result of training initiatives? Expectations of tangible improvements are high, but often don't materialise. 

Why? Our efforts to answer this question have led us to the model of training needs analysis proposed by Paul Taylor, Mike O'Driscoll (University of Waikato) and John Binning (Illinois State University).

The Model

Training needs can be broadly identified as having the following:

• personal development focus (eg assertiveness training)
• task focus (eg forklift driving) or
• result focus (eg customer satisfaction). 

The model is based on the principle that training is likely to affect organisational results when:

• Changing particular job behaviour is likely to improve an organisationally-valued result;
• Changing particular knowledge/skills is likely to increase desired on-job behaviour;
• Training is a viable means of improving critical knowledge/skills.

The process of information gathering and analysis is critical to establishing a realistic expectation of the extent to which a training initiative is likely to influence results. There are many influences on results that are outside of the control of an individual, of a department and even of the organisation itself (eg currency exchange rates). 

Our process aims to identify all influences and make judgements as to whether training is indeed a viable option, or whether internal systems/processes and/or cultural beliefs and values are likely to render training ineffective. Click for more information about the Training Needs Analysis process.

Process Outcomes

The report on the TNA findings enables you to:

• Confirm the various factors which influence the achievement of the valued results;
• Confirm the relevant job behaviours required to achieve the results;
• Recognise and acknowledge the influences on those job behaviours;
• Differentiate between the influences on job behaviour that may best be addressed through training initiatives, and which through other means (eg a communication strategy; performance management or appraisal programmes);
• To make informed decisions on identified training opportunities.

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