If we think of a training programme as bridging a gap, the TNA is what we use to clarify where we’re starting from, where we want to get to and what would be the best sort of bridge to build.
The key to success lies in asking the relevant questions of the appropriate people.
The
first question is one to ask yourself: Why are we considering training
in the first place?
The purpose will usually be linked to:
• A specific improvement initiative
• Perceived performance problems
• The introduction of a new system, task or technology
• The desire to benefit from a new business opportunity
Identify
the Stakeholder
There will be someone in the organisation whose initiative this is and
they may have a clear idea of what they want to achieve. This
stakeholder may be a line manager, departmental manager or board
member. Talk to this person! (There may be several of them so talk to
them all if you can.)
The second question is for the stakeholder: What do we need the training to achieve? One way to get a clear answer is to ask, “If the training is completely successful, what will you see happening in x months’ time that doesn’t happen now?” Interviewing the stakeholders should clarify the objectives of the training. Make sure that you can state the objectives in this form: ‘By the time they finish the training, staff will be able to …’
The
third question is for the affected job-holders: What stands in the
way of people achieving these objectives right now? This is the time to
talk to the people doing the job and their line managers. You may want
to use a combination of interviews and questionnaires.
• What skill gaps are they aware of?
• What relevant skills are already there?
• If people have the skills, what gets in the way of applying
them effectively?
Not every performance problem is a training problem and if you uncover structural or supervisory problems your TNA will have saved the company from wasting time and money on unnecessary training, or the wrong training.
It’s back to yourself, perhaps with some help from a training expert, for the fourth question: Now that you’ve identified the gap, what is the best way to bridge it?
This is where you pair your knowledge of the organisation with your knowledge of training methods to find the training programme that is the best fit. You need to bear in mind the training objectives and the people to be trained – their background, attitudes, locations, preferences, the time available and, of course, the budget.
Here are some possibilities:
Is there a need to bring a few people up to speed in a department that’s otherwise doing well? If so, would coaching meet the need?
Do people need to learn a new procedure? If so, can it be cascaded through team leaders, supported by a quick reference guide?
Is it important for people to have time to think about what they’re learning, to proceed at their own pace and to have something to refer back to? Paper-based training may be just what they need.
Do you need to get the same message out to large numbers of people at far-flung locations? Would a video do the job?
Would people benefit by getting together to discuss problems and develop their ideas for best practice? An interactive workshop may be the best answer.
Is it too difficult to take people away from the workplace? Perhaps web-based training is the best solution.
Often you’ll find that a combination of training methods is the best option.
Finally, don’t forget the evaluation of your training programme. Because you have started out with clear training objectives, based on what the organisation wants to achieve, it should be relatively straight forward to measure how well the objectives have been met.