Training Needs Analysis and Skills Audit

Training Needs Analysis and Skills Audit

Easy seven step plan covers:
Who received training in your organisation last year?
Does anyone need a refresher course?
What about your staffs career aspirations do you kno! their capabilities?
Step " #o! should $ consult?
It is recommended that employers consult with all staff on an annual basis to
assess organisational training and development needs. Depending on your
organisational needs, budget and time factors, the way you consult could be via a
focus group, one-on-one meetings, or a questionnaire.
%ocus groups and one&on&one 'eetings involve a carefully planned discussion
with a small number of participants and are designed to obtain thoughts on
specific issues, programs or products in a permissive and non-threatening
environment. They provide qualitative data, giving insights into attitudes,
perceptions and opinions of participants. Information is sought through open-
ended questions and through observing respondents during the discussion.
Questionnaires provide quantitative information and the first level of broad data.
Issues can be followed up in detail through other mechanisms such as focus
groups..
Step ( Analyse the survey results
After consulting with your employees, analyse the results of the questionnaire,
focus group or one-on-one meetings to determine where the staff sill gaps lie.
!ompare sills already obtained with sills required to do the current "ob and
those required for future development. #ou may find that an employee is better
suited to a different role than that which they are currently employed to do.
Step ) *reate a training profile
!reate a training profile by recording your analysis in an easily retrievable format
such as a table. Depending on the si$e of your organisation, you may wish to
record data on a sectional or divisional basis. Identify the types of courses or on-
the-"ob e%periences requested, the number and levels of people requiring training
&for e%ample, shop floor, managers', and the number of sessions needed.
Distinctions made between full and part-time staff will allow session times to be
scheduled in woring hours.
Step + Devise a Training and Develop'ent plan
(nce all requirements have been wored out, draw up a Training and
Development plan to facilitate commitment to the process. The plan should list all
of the courses scheduled, the types of employees identified as ideal participants,
the dates, venue and session times.
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Training Needs Analysis and Skills Audit
Step , -ublicise the Training and Develop'ent plan
)ublicise the training and development plan to all staff, preferably providing
individuals with personalised notice. This ensures that all employees are advised
of the available learning opportunities and provides equal access to
developmental opportunities.
Step . $'ple'ent the training
*ub"ect to operational needs, mae sure your organisation delivers the training
sessions+
Step / Evaluate the training
,valuate the effectiveness of the training at a specific later date to ensure
management and employees are satisfied with the outcomes. )erformance
feedbac sessions may also provide a good opportunity to assess whether all
recommended training sessions were delivered.
0eneral Survey $nfor'ation
The questionnaire &on the following pages' is divided into various parts to address a variety of
organisational needs. -efore you distribute the questionnaire, it is recommended that you
amend the format to suit the individual "ob requirements by deleting any non-applicable
sections.
Depending on individual preference, the questionnaire can either be completed separately by
the staff member or done in con"unction with their supervisor. ./ practitioners may also wish
to use the questionnaire as a planning guide.
The areas covered by the questionnaire include0
!onfirmation of the staff member1s current "ob description
A "ob analysis, if one is required to define the "ob
*ills needed to perform the present "ob
*ills needed to perform other roles in the organisation
2uture career aspirations
The identification of prior learning obtained
Agreed actions for training delivery
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Training Needs Analysis and Skills Audit
1rganisations Na'e:
Na'e of staff 'e'ber:
Section:
0eneral
"2 Are you a new employee or a long-standing
employee of the company3
4ew employee 5ong standing
(2 .ow long have you been in your present
"ob3 #ears 6onths
*onfir'ation of *urrent Duties
)2
Do you have a duty statement for your "ob3
#es 4o &7o to Q 8'
+2 Is your "ob accurately described in the duty
statement3
#es &7o to Q 9:' 4o
,2A If no, what e%tra duties do you do that need to be added to your duty statement3
,23 ;hat duties are no longer part of your "ob and can be deleted from your duty
statement3
4ob Analysis
.2 Describe the tass you regularly perform that are critical to carrying out your "ob
effectively.
/2 Describe the type of equipment you are required to use &for e%ample, computer system,
machinery, tools of trade, etc'.
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Training Needs Analysis and Skills Audit
52 Do you require a high degree of technical
nowledge for your "ob3
#es 4o
62 .ow do you wor3 )lease circle
Alone )art of a team (ther &specify below'
"72 If you wor as part of a team, do you perform the same or different wor to members
of your team3
""2 To what e%tent does your "ob require you to wor closely with other people, such as
customers, clients or people in your own organisation3 )lease circle.
<ery little 6oderately A lot
"(2 .ow much autonomy=independence is there in your "ob, ie, to what e%tent do you
decide how to proceed with your wor3 )lease circle.
<ery little 6oderately A lot
")2 .ow much variety is there in your "ob, ie, to what e%tent do you do different things at
wor, using several sills and talents3 )lease circle.
<ery little 6oderately A lot
Training Needs
"+2 To perfor' your current 8ob: ;hat training do you still need &either on-the-"ob or a
formal course' to perform your current "ob competently &eg, ,%cel, booeeping, ,nglish
as a second language, etc'3
",2 To perfor' other 8obs in the organisation: ;hat other roles in the organisation
would you be interested in doing if a vacancy became available &eg, transfer to another
section, supervisor position, etc'3
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Training Needs Analysis and Skills Audit
".2 To perfor' other 8obs in the organisation: ;hat training or e%perience would be
required &eg, machine operation, negotiation sills, (ccupational .ealth and *afety
Awareness, etc'3
%uture Develop'ent Needs
"/2 ;hat are your career aspirations3
"52 ;hat training or development do you need to help mae this happen &eg, e%ternal
degree study, formal meeting procedures, leadership training, etc'3
9ecognition of -rior :earning
"62 ;hat training have you attended within the last three years3 &This will help identify if any
training sessions have been missed or if any refresher training is required.'
(72 ;hat training or sills have you acquired outside your current "ob that may be relevant
to the wider organisation3
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Training Needs Analysis and Skills Audit
Action -lan
Agreed training and develop'ent to be provided over the ne;t "( 'onths:
&/ecord the details of training courses, on-the-"ob e%periences, buddy systems or mentor
arrangements, and include the recommended dates the staff member can e%pect these
to occur.'
Training Date
Signature of Staff
<e'ber : Date :
Signature of
Supervisor : Date :
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