A Training Needs Analysis is undertaken to identify the most effective and cost efficient training solution occurring from new or changes in equipment, organisation, procedures or legislation. It is a rigorous analysis, providing auditable documentation for stakeholder agreement.

The main TNA activity should always be preceded by a Scoping Study, which may only be a short piece of work.  It will define the scope of the following work, define the requirement and environment, and provide an outline plan and resources required.  The main TNA work can proceed on a firm and agreed foundation.

A TNA has four distinct stages:

• The first stage focuses on identifying and describing all the tasks which must be undertaken by individuals and groups to achieve the aims of the project, this is called an Operational Task Analysis (OTA). 
• Next, a study is undertaken to identify the additional learning requirements, in terms of knowledge, skills and attitudes (KSA), required by staff for their future job as identified during the OTA, over that currently required.  From this analysis, training objectives are developed, and these describe the training requirement.  This stage is often referred to as a Training Gap Analysis (TGA).
• Once the differences are identified, options for “closing” the identified gaps can be considered.  Consideration is given to appropriate delivery methods and media, training effectiveness, risks and opportunities, and cost-benefit.  A recommended solution can be accurately priced. This phase is called the Training Options Analysis (TOA).

• Finally, all the information and the agreed solution are gathered together in a Final Report, which can be disseminated to interested parties to inform them of how a particular course of action was arrived at.

Benefits Value for money, increased productivity and enhanced efficiency.

• Cost benefit analysis of the training options are much more accurate. Over or under training is avoided, increasing efficiency and reducing cost.
• Auditable decision making process provides managers with greater confidence in the training solution, which enhances “buy-in”.
• The process of analysing group and individual tasks reduces the likelihood of critical tasks being omitted, which might result in lost productivity

Benefits of using PDM

• Analysing operational tasks and measuring the gap in knowledge, skills and attitude is PDM’s core business.
• Breadth and depth of knowledge of current and emerging training practices, experience in scenario planning and process mapping to support the implementation of change.
• Access to Subject Matter Experts (SME) on Computer Based Training (CBT), e-learning and simulation, who can provide essential input to the cost benefit analysis regarding the effectiveness of different training methods and media.
• A dedicated, independent resource, who is experienced in conducting and managing TNA projects, which is key to maintaining momentum within the project