course | Strategic Training Needs Analysis
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HRM-2054 | Strategic Training Needs Analysis
Course Sector : HR Strategy and Training
| Duration | Date from | Date to | Course Venue | Course fees | Book a course |
|---|---|---|---|---|---|
| 5 Days | 2025-05-11 | 2025-05-15 | Riyadh | $4,250 | Book now |
| 5 Days | 2025-09-22 | 2025-09-26 | London | $4,950 | Book now |
| 5 Days | 2025-09-22 | 2025-09-26 | Dubai | $4,250 | Book now |
| 5 Days | 2025-12-29 | 2026-01-02 | Dubai | $4,250 | Book now |
Course Introduction
Strategic Training Needs Analysis
With the ever-evolving business environment, more and more organizations are implementing competency-based training as it helps in the prioritization of training budget and ultimately achieves results. It is used to develop valuable characteristics and skillsets in individuals, leading to greater employability and life-long learning. As the demands of our working environment are constantly changing, our training and assessment approaches or methods should also keep up.
This training program will provide the concepts, methods and strategies of Training Needs Analysis (TNA) and will explore new approaches such as the Competency-Based Training Needs Analysis in developing learning programs for employees.
This training program will highlight topics such as the importance of conducting TNA, TNA Framework, process in conducting TNA, measuring training ROI, relation of competencies and training, and linking L&D with the organizational goals and strategies.
Course objective
- Learn and explain the meaning and importance of Training Needs Analysis.
- Define the factors essential for conducting successful TNA for effectiveness.
- Investigate and explain the symptoms and observations that lead to the need for a TNA.
- Collaborate with multiple stakeholders (internal and external) for gaining insights on the performance gap.
- Build a template, questionnaire for formal and objective TNA.
- Conduct TNA to consistently build programs that help achieve business objectives.
- Identify and be able to use the 4-level model for doing Training Needs Analysis and be able to manage the portfolio of needs.
- Master competency frameworks to maximize their usage and value to the delegate’s own organization.
- Measure the Return on Investment (ROI) on a training course.
- Understand how to embed evaluation into the training cycle so that the ROI can be measured.
- Assess which training is suitable for ROI measurement.
- Practice measuring ROI on a range of training situations.
- Contribute in the organizational development of the training system and link it to competencies and career paths.
- Develop the skills in preparing modern training and annual training plans.
- Reconcile the organization’s training and strategy.
- Learn about the concept of Training Needs Analysis "TNA" and how to conduct it based on competencies.
- Be empowered with the methodology of how to determine the recommended budget to implement the training plan.
- Understand how to evaluate the training proposal. Create a marketing plan for the training program.
- Develop the ability to select the right training topic and trainees.
- Keep pace with the modern and technological methods of Training.
- Understand the scientific trends in learning and training.
Course Outline | 01 Day One
What is Training Needs Analysis?
- Defining the process: Its’ importance and scope.
- TNA Formula.
- Why Training needs analysis?!
- Firefighting Vs. Time-consuming
- Cost Vs. Investment
- The performance gap is not always a training issue
- Types of Training Needs Analysis.
- Proactive TNA
- Reactive TNA
Framework of Training Needs Analysis
- Trigger Point of Performance (AP<EP)
- Input of Training Needs Analysis
- Organizational Analysis
- Operational Analysis
- Person Analysis
- Process-Performance Discrepancy (Performance Gap)
- TNA Outcomes
- Training Need
- Non-Training Need
Course Outline | 02 Day Two
Consequences of not performing appropriate TNA:
- Wrong Content
- Reluctant participants
- Loss of time
- Loss of money
- Failure as a result
The Modern Approach to Training Needs Analysis
- What does an organization want from training?
- How is HR responding?
- Linking Training more overtly to the Organizational Strategy and Business Plan
- Analysing your Customer Base – The Four Quadrant Model
Course Outline | 03 Day Three
Quadrant One: Organizational needs
- How much of the process is governed by TNA?
- Using Competency Frameworks
- Making Competency Frameworks more Line Manager Friendly
- When is an employee competent – When is enough
Quadrant Two: Departments
- The Specific Requirement Departments Have
- The Need for Data in Assessing Departmental TNA
- Understanding the Technical Ladder and Its Implications for Training and Development
- How the leadership pipeline differs?
Course Outline | 04 Day Four
Quadrant Three: TNA for teams:
- Tools for Analyzing Team Training Needs
Quadrant Four: Individual Needs
- The 70 / 20 / 10 Model of Training and Development
- Ways to Train other than Attending a Training Course
- The Role of Training in Curating Material to Support Knowledge Transfer and Developing Organizational Knowledge
- Embedding the Wider Notion of Development – The need for personal development plans
- Understanding Unit Costs – The start point for evaluating training
Course Outline | 05 Day Five
Conducting TNA:
- Establishing the Objectives
- Reviewing past and current Training Programs
- Analyzing the Job Functions
- Categorizing the types of Training needed
- Design and Implementation of Training Needs Survey
- Communicating the results of Higher Management
Factors to consider while conducting a TNA:
- Opportunity for the practice of learning
- Active participation – participants inclination
- Relevance in the actual job
BOOST’s Professional Attendance Certificate “BPAC”
BPAC is always given to the delegates after completing the training course,and depends on their attendance of the program at a rate of no less than 80%,besides their active participation and engagement during the program sessions.
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