Final Research Project

Critical Issues of Training Needs Analysis in Small Organizations

BUS 680 Training and Development

Dr. Gertrude I Hewapathirana

Introduction of the topic Training sessions can be tailored to see the needs of small business as well as large corporations. Trainings should provide content seen to be relevant to improving the operation of the business. Effective training sessions more clearly allow management to perceive the potential benefits of training and even have them more inclined to participate in training. “If the training methods are structured to fit the learning styles and approaches preferred by small business managers we would expect a higher level of learning and greater satisfaction with the learning process to occur,” (Jeffery, Hide &Legg, 2010). Companies today are no longer conducting training needs analysis (TNA). They are no longer discussing the benefits of TNA. It appears in today’s society, “the world move so fast that people don't really ask the TNA questions anymore - they just jump to an answer....?” (Martin, ed.) Not conducting TNA has presented itself as a critical issue of training needs analysis for small organizations.
Abstract
As long as the company is growing, an organizations training needs are never ending. Critical issues of training needs analysis are often more apparent within smaller organizations. A training needs analysis (TNA) is one of the first steps used in determining the arrangements needed to correct unwelcome or objectionable employee performances/conducts within a working environment. Any small business contemplating a training program should use a training needs analysis to determine which areas will be focal points and the in which they will follow. The purpose of this paper is to present specific critical issues of training needs analysis in small organizations which include lack of funding, organizational assessment, occupational assessment and individual assessments. Introduction: A Training Needs Analysis (TNA) is a program which includes several steps to identify the problems or the challenges within a particular organization. According to Boydell (1976), "A training need exists when the application of systematic training will serve to overcome a particular weakness." It is also Boydell’s opinion that prior to beginning training, the training needs should be resolved first. From a planning standpoint, there is a captivating argument for conducting a needs analysis prior to designing the training program. Determining what the learners already know distinguishes the gap between their current level of performance and determining the methods to take them to their desired level of performance. It only makes sense to learn the current situation history, the learner’s relevant characteristics, and the resources and methodologies available for training purposes. At times, management places pressure on training managers and trainers to spend as little time and resources as possible on needs analysis. Training requests generally come from top management, and they often come with a ready-made set of expectations regarding what is needed, and a prompt response with training, not analysis of what is expected. Training needs analyses have been used to recognize the situations in which training is necessary and the steps needed to address the situation at hand within the organization. The TNA is generally directed by a corporate trainer or a training consultant. It is the role of the trainer to address any concerns which are often but not limited to performance concerns, new system implementation, technology innovation, or operation improvement techniques currently within the organization. Prior to the start of any training program, a comprehensive analysis should be conducted to conclude training is actually being best option for the situation. Many times, performance concerns can be addressed simply by reviewing policies and procedures for and with the employees. After the review, each employee should sign the review to confirm their knowledge of the company’s policies and procedures to correct their behaviors or prevent poor performance in the future. Sometimes organizations employ individuals whom skills do not match the skills required to before the job in which they were hired to perform. Although training could help those previously hired obtain the essential to perform their duties, there are occasions in which the company should reposition the employees to a more qualified position. An employee transfer within the company might be simpler and more cost effective than a training program. If training is deemed to be the necessary measure to take, the company should begin to decide who, where, when, and how the information will be presented. Small organizations have three areas in which are critical of training needed analysis. In this paper, these issues will be discussed.

Review of Literature Although training is needed, the lack of funds often presents themselves as an issue for small organizations. “Within the organization, there is a predominant tendency to think of training in terms of courses only and this has been reinforced through the role played to date by the training function,” (Reed & Vakola, 2006). The adoption of use of online of remote training modules has increased among many small organizations. The initial investment is substantially higher than traditional classroom type training; it still rains more efficient as this type of training can be used several times rather than one session for the company’s new employees or for intermittent review sessions. A substantial amount of time and money is spent on training. According to Cekada (2011), in 1992, Broad and Newstrom reported that an estimated $50 billion was spent each year on formal training compared to the $90 to $120 billion spent on less-structured, informal training. The focus of the research is training needs analysis, these positions and arguments in the mentioned handbook display the reasons conducting a comprehensive analysis is essential. By conducting the analysis, in house trainers or hired consultants are not only responsible for identifying if the training is the most beneficial course for the company but also the specific type of training is most valuable when addressing the issues presented. As small organizations pursue solutions in remote or technology based training methods, it would be extremely important to completely understand how the analysis could recognize the prospective training solutions. “You cannot fulfill all your training needs by developing every course yourself or afford to teach every course in a classroom environment,” (Piskurichet, 2000).

The literature review examines the level of success of remote training modules as well as methods the analysis assists in distinguishing if the remote training modules were effective. It embraces a review of the categories of technology currently used by remote training modules and the method in which small organizations decide whether they plan to use the modules or use a different training method. Once the TNA is complete, the trainer then focus on developing the actual training session. If performed effectively, the TNA assists the trainer or hired consultants pinpoint each opportunity to save the company time and finances by make use of products or programs previously developed or by introducing a custom program created solely for their needs.
Implications
Training Needs Analysis is substantially greater than a procedure use to decipher whether training is necessary. “Large organizations provide more training than small organizations. Reasons for less training in small firms include the cost, time commitment required and the structured nature of the programs and the fear of making staff more attractive to other employers, thereby encouraging staff turnover,” (Pratten & Curtis, 2003). This analysis is the process which recognizes opportunities for improvement which could possibly be addressed without training as well as issues which could be resolved using remote or technology based training solutions. As technology continues as a growing field, smaller organizations are considering technology based training as a method to cultivate their company and compete with larger companies. The trend will continue and more companies will begin to incorporate technology into their training.

Review of Literature

To improve training within a small or any organization, the first part of the assessment is conducting an organization assessment. Organizational assessments are constructive measures taken toward improving the company’s health and performance.
“It allows organizations to step back and take stock of their development, their strengths and challenges, and the choices they face for future success. Assessments can help organizations learn how they are performing compared to their peers. Assessments can be the launching point for a planned change effort. It can motivate a sluggish board, or help a funder make wise funding decisions,” (fieldstonealliance.org, N.D).

These are contributing factors to successful assessments. Ensuring the individual has knowledge of company and/or industry is essential for small organization hoping to better their circumstances. The second phase is to getting the attention of the company. Having the organization understand the value of the program is imperative. The company should also have a verified assessment program in assisting the company determine the worth of the program. The company should then obtain precise data concerning the assessment. “Getting accurate and complete information is both a challenge and a necessity. It is human nature to resist disclosing personal or sensitive information to people who don’t inspire your trust and confidence. Building trust requires time and a skillful assessment team,” (fieldstonealliance.org, N.D.) Defining ownership of the information obtained from the assessment and any testing and interviews completed is essential. Retaining thorough security and privacy for any type of company is imperative. Organizations want to ensure their privacy is maintained. Companies prefer their imperfections remain in house instead of open to the public. When trying to grow, small organizations look to investors or funders. Investors want to know an impending risk or rewards within the company. An assessment provides this information. “If the assessment was mandated by a funder, other concerns include whether the assessment findings affect funding or even put it at complete risk. How the funder will use the assessment findings should be clear at the beginning of the processes,” (fieldstonealliance.org, N.D.). This data is imperative for the company and the assessment company. Resistance can determine the trainers approach and affect the company’s recommendation.
Implications
Implications of an organizational assessment can be wide-ranging and vary depending on the type of company. By providing the data from the assessment prior, allows the company to make an easier decision to have the assessment. Organizational assessments assist companies in determining the direction they are headed as well as the directions they should be headed. Knowing this information is imperative because it allows the company to implement changes to policies and procedures for the company’s benefits in the future.

Review of Literature The next assessment performed is the occupational assessment. This assessment measures the needs of the company, the specific skills required, and the tasks to be assigned to each of the job functions. Applicants should conduct extensive research on specific markets and occupations to determine if they are making the appropriate career decision. Hiring employees who are not qualified for the positions often result in greater financial burden for small organization. Conducting individual research is the only way applicants can obtain a realistic view of the company and veer away from the company’s related stereotypes. “Effective occupations research will also increase your network of contacts, help you identify additional career options that you may not have considered, and prepared you for a job interview,” (Uwaterloo.ca, 2012). Knowing the labor market is imperative when determining the type of applicants or future employees a company will eventually hire. If the company desires only highly skilled laborers, it would not be wise to market the employment opportunity within a market of unqualified applicants. These practices will result in company failure as they will be forced to either retrain the employees or hire skilled workers to repair the work previously performed by unskilled workers. By performing an occupations assessment, the company determines which requirements are needed to locate skilled employees which will assist with the company’s success. While conducting interviews, it is imperative to obtain detailed information of the applicant and inform the applicant what is expected. Job shadowing is a successful method of determining if the candidate is an appropriate fit for the company. Generally, on-site observations are conducted by individuals who are well-versed or knowledgeable about the work they are observing, (McClelland, 1994).They are able to determine if the position is one they could handle and determine if they are qualified for the position. Companies should allow applicants to view their job functions and provide them specific details regarding the position. Truthful applicants will save the company time and finances but admitting they do not have the necessary knowledge or skills required performing the job duties without training. If the company is willing to train the employees, this is a positive situation for everyone. If the company is not willing to train the applicants, the applicant can progress to a more fitting position. Wasting time and resources to train individuals whom do not possess the required skills or knowledge to complete the job, or hiring individuals whom do not have the same mindset as the company is frowned upon by the company. These individuals decrease productivity and can bring down the entire organization by constantly making mistakes. Poor hiring choices are costly mistakes. Ensuring applicants know the company and the specific job expectations by conducting occupations assessments assist in saving time and finances in the future. Unlike a larger corporation, smaller organizations do not have the resources to continuously make these mistakes.
Implications
The implications of occupation assessments are abundant. Occupational assessments permit organizations to detail the specific job functions, and the expectations of each job function. These assessments provide companies the ability to release a full job description and list the job requirements to the applicants/employees. This allows the applicants/employees to make any changes to better themselves to become qualified for the position. Qualified employees help the company meet their goals. The implications for occupational assessments are not only valuable for existing employees but employee forthcoming as well. By providing firm guidelines of the company’s expectations and needs, employees know what is expected of them regarding their performance. Employee performance and growth is essential for companies striving to be successful. Occupational assessments provide the companies with information needed to become successful, what they have to offer, and what qualification the applicant must embrace to be successful.
Review of Literature The final type of training needs analysis for critical for small businesses is the individual assessment. “Interviews have long been recognized as playing a valuable role in gathering training needs assessment (TNA) feedback. Interviews afford the opportunity for direct interaction between the human resources development analyst and the individuals for whom the training is either being considered or for whom it is specifically intended,” (McClelland, 1994). This particular assessment focuses on the skills of each employee rather than the occupation. This assessment determines the skills the employees possess and determine those in need of additional training. Sometimes employees need particular training sessions prior to be repositioned; this assessment will assist in determining those employees. Interviews are an important part of the training needs analysis process. Interviews, when designed properly can provide concentrated and valuable feedback regarding training needs. Interviews “can be the basis for a proactive rather than a reactive approach to training program design, development, presentation, and evaluation. However, in order to provide a high level of qualitative feedback interviews must be conducted in a relation and consistent manner,” (McClelland, 1994). Interviews are used in testing sessions and on the job training to regulate the individual’s personal skills. Interviews are a choice method of testing in defining the qualifications for a good candidate for promotions as well as company advancement. This method is useful in discovering hidden talent within the company and methods to best make use of the talent to benefit the organization.
Implications
Interviews should be conducted using the same questions in order to retrieve viable results. In order to compare the data received, the questions have to be exact. The information gathered can be used to arrive at informed decisions based on knowledge obtained from the assessment rather than opinions. This implications means the organizations are now making informed and current decisions allowing them to compete in more markets.

Conclusions “The foundation, the starting point, for everything (related to training, learning and performance) is effective needs assessment and analysis. - Geary Rummler,” (Martin, ed). Primarily, training needs analysis considers whether training sessions are needed, and determines if the organization issues can be solved. The analysis then deliberates the best method to meet the entities goals via training. Training needs assessments considers those who are actually being trained, the environment in which the training should be applied, as well as the organizational resources provided to conduct the training. The assessment offers recommendations based on combined factors to be used as directive assistance for the company and place them back on the path to success. Training need analysis is critical for all business hoping to expand their knowledge and understanding of determining what is best for the company when performance is slacking. With specific knowledge, companies can remain competitive within their market. The information in this paper has shown training needs analysis are critical for small businesses and are essential for any company planning to change direction or improve.

References
Boydell, T. (1976), A Guide to the Identification of Training Needs, British Association for Commercial and Industrial Training, London.
Cekada, T. L. (2011). Need training? Conducting an effective needs assessment. Professional Safety, 56(12), 28-34. Retrieved from http://search.proquest.com/docview/9096146 8?accountid=32521
Jeffrey, L. M., Hide, S., & Legg, S. (2010). Learning characteristics of small business managers: Principles for training. Journal of Workplace Learning, 22(3), 146-165. doi:http://dx.doi.org/10.1108/13665621011028602
Making sure the solutions are the right ones: Training needs analysis. (2009). Training and Development in Australia, 36(2), 18-21. Retrieved from http://search.proquest.com/docview/208561044?accountid=32521
McClelland, S. B. (1994). Training needs assessment data-gathering methods: Part 2 - individual interviews. Journal of European Industrial Training, 18(2), 27-27. Retrieved from http://search.proquest.com/docview/215393834?accountid=32521
McClelland, S. B. (1994). Training needs assessment data-gathering methods: Part 4, on-site observations. Journal of European Industrial Training, 18(5), 4. Retrieved from http://search.proquest.com/docview/215394082?accountid=32521

Organizational assessment N.D. retrieved on October 26, 2014 from http://www.fieldstonealliance.org/client/tools_you_can_use/01-10-06_org_assess.cfm
Occupational assessment, 2012 retrieved on October 26, 2014 from https://uwaterloo.ca/career-action/resources-library/how-guides/occupational-research
Piskurich, G., Beckschi, P. & Hall, B. (2000). ASTD Handbook of training design and delivery: A Comprehensive guide to creating and delivering training. San Francisco, CA: McGraw Hill.
Pratten, J., & Curtis, S. (2003). A comparison of training provision in large and small organizations: The case of public houses. Journal of European Industrial Training, 27(8), 454-460. Retrieved from http://search.proquest.com/docview/215388231?accountid=32521
Reed, J., & Vakola, M. (2006). What role can a training needs analysis play in organizational change? Journal of Organizational Change Management, 19(3), 393-407. doi:http://dx.doi.org/10.1108/09534810610668382