Training Needs Analysis (TNA)
Presented at the end of chapters 4, 5, 8 and 9 of the Blanchard and Thacker (2013) text, are examples of what would be done in a real situation regarding a small business that requested training. Review the Fabrics Inc. example at the end of chapter 4. In the Fabrics Inc. example, Blanchard and Thacker (2013) have demonstrated, needs analysis, the first phase in the Training Process Model.
In an 800 to 1,000-word paper (excluding the title and reference pages), discuss the strengths and weaknesses of the approach and what might be done differently using the Fabrics Inc. example. Identify the sources of data used in the analysis. Discuss how closely the approach correspond to the ideal model presented in the Blanchard and Thacker (2013) text. Consider the advantages and disadvantages of the assessment methods used. Then, describe at least two additional methods that could have been used, providing rationale as to why these methods could be used.
Your paper should include an introduction (a thesis statement and a preview of your paper), APA formatted headings to organize and identify each section of your paper, and a conclusion paragraph including restatement of the thesis. An Abstract is not required. Your paper must be formatted according to APA style. Your paper must also include citations.
The paper:
• Must be 800 to 1,000 words, double-spaced in length (excluding the title and reference pages) and formatted according to APA style as outlined in the Ashford Writing Center.
• Must use at least three scholarly sources
• Must document all sources in APA style.
• Must include a separate references page that is formatted according to APA style.
Addressing Nontraining Needs:
The following nontraining issues need to be addressed to help ensure that supervisory training will be transferred to the job:
• Have owner (either with others or on his own) determine the goals and objectives of the company and which aspects of performance should be focused on.
• Set up a formal appraisal system where, in one session, the owner sits down with each supervisor to discuss performance and set objectives. In another session, performance development is discussed.
• Use objectives set for the year and clarify how rewards (bonus, pay raises, and so forth) will be tied to the objectives.
• Set up similar sessions for supervisors and subordinates in terms of developmental performance review (at a minimum). Also, consider incentives based on performance appraisals.
• Hire someone to relieve the supervisors of some of their paperwork so they can spend more time on the floor.
And so forth. . . .
Training Needs
Several training needs were evident from the needs analysis beyond what was indicated by the owner. Specific to those issues, however, supervisors were particularly candid in indicating that they had never been exposed to any type of feedback or communication skills. They had no knowledge or skills in these areas. Attitudes in this area were mixed. Some believed that the best way to provide feedback is to "call it like it is." "Some of these guys are simply not willing to listen, and you need to be tough" was a typical comment from these supervisors. Others believed that treating subordinates the way you would like to be treated goes a long way in gaining their support and willingness to listen.
A partial list of training needs includes lack of knowledge and skill in:
• Effective listening
• Communication
• Conflict resolution
• Effective feedback
• Employee performance measurement
• Employee motivation . . . and so forth
Review the attachment:
Attachment:- Training Needs Analysis.rar