Training needs analysis

Identify position responsibilities

Discuss with the staff member the existing resources that describe the job such as the current position description, the Position Classification Descriptors, the outcome of the most recent Performance Review and Development discussion, and other position descriptions (if related to career development). These resources will provide information about the associated skills, knowledge and attributes required.

Add these items to the first column of the TNA template.

List associated capabilities - skills, knowledge, attributes

Position responsibilities and associated capabilities provide an overarching view of a position. To get a better sense of the development required, consider the different tasks involved and deconstructing these into the skills, knowledge and attributes required to perform these tasks.  Breaking the skills down to more manageable size blocks enables identification of more meaningful solutions.

The first two steps of this process involve detailed consideration and can take some time.  However, it is worthwhile taking care with this step to ensure the Development Needs Analysis covers all role requirements. 

List these items in the second column of the TNA template.

Analyse the person’s current skills and knowledge

Together with the staff member, identify the skills and knowledge the person currently has. This information can be sourced in four main ways:

1. From a self-evaluation provided by the individual.
2. From your own observations – what you have noticed them doing well, what key responsibilities they are currently expected to perform that may need improvement.
3. From information obtained from the individual such as formal qualifications, training courses completed and tasks performed in previous positions.
4. From data available from the Human Resource information system.

Decide whether development is required

By comparing column 2 with column 3, identify any gaps in the required skills, knowledge or attributes.  It is also recommended that you ask the staff member which areas they consider need addressing. This way, you can identify tasks that you may have missed or refine tasks so the development can be more effective. 

Also consider the reason for the gap as training may not be the best or only solution.  For example, if a staff member is having difficulties with transferring calls, perhaps a quick reference note at their desk would assist them to recall the different technical steps.  

Identify development activity

This involves determining the best way of closing the skills/knowledge gaps that you identified in the previous step.  Consider whether it would be beneficial to combine multiple options and opportunities to practice the skill. 

Options might include:

• Short‐term training courses – internal – the Professional Staff Learning Framework provides information about internal workshops.
• Short‐term training courses – external – the Professional Development Unit can also help you identify suitable training providers and funding opportunities for your needs.
• Long term courses – e.g. certificate, diploma, degree or higher degree courses.    
• One on one training or coaching in the workplace.
• Secondment – to another department/section in the university or outside the university.
• Self directed learning – e.g. Using written instructional material or written guidelines or instructions.
• Informal learning opportunities
• Short term projects.
• Mentoring program

Include the date by which the development activity should be completed by to ensure you are both clear on the priorities and timeline required.

Evaluate outcomes

Once the training has been completed, it is important to consider whether or not the key responsibilities can now be completed competently. This can be achieved by:

1. Asking the staff member to evaluate his or her own effectiveness in the task.
2. Reviewing the performance of your staff member to determine whether there is still evidence of a deficiency in skills or knowledge. 

If a performance gap still exists, review the reasons for it and determine whether the training solution selected was correct for the identified problem or whether there is another performance issue that needs addressing. The Organisational Development and Diversity team may be able to help you further with this process.