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Train the Trainer: How to undertake a 

Training Needs Assessment (TNA) 

Training is primarily associated with change and subsequently a training need exists when there is a gap between what is required of a person to perform their work competently and what they actually know. 

A training needs assessment’, or ‘training needs analysis’, is the method of determining if a training need exists and if it does, what training is required to fill the gap. 

The results of training needs analysis will highlight the subject matter needed to be covered during the training course.  The knowledge and skills gained during the training will increase abilities and allow participants to perform their jobs at an acceptable level.   

A needs assessment can be quite simple and obvious.  For example, when a new information system is introduced, it is assumed that no one has the knowledge to operate it – and the training need is noted.  However if the organisation was switching systems, the need may not be so obvious.  By conducting a training needs analysis you can target the group that needs to be trained as well as hone in on exactly what training is required. 

The purpose of conducting a needs assessment is to prevent a quick fix approach to business problems.  A TNA done correctly will ensure the solution addresses the real issues and effectively focus the appropriate resources, time and effort towards targeted solutions. 

So why would a trainer carry out a ‘training needs assessment’? 

It could be: 

• To determine whether training is needed 
• To determine causes of poor performance 
• To determine content and scope of training 
• To determine desired training outcomes 
• To provide a basis of measurement 
• To gain management support 

The Needs Assessment Process 

The assessment can be as detailed and involved as needed.  Factors to consider when considering the level of detail are time, money, number of people involved, relevancy of skill, resources available and anticipated return on investment.  

Prior to carrying out a TNA you will need to determine the depth you wish to ‘probe’ For example, a mini TNA may provide the justification you need for carrying out training without the need to ‘drill down deeper’ 

Here is a comparison of some of the factors between in-depth and a mini assessment:  

You will also need to determine who you are assessing: 

Again this depends on the goal and depth of the analysis.  Categories of people can include: 

Once you have assessed what and who, there are then six steps to follow: 

Step One: 
Identify Problem Needs 

• Determine organisational context 
• Perform gap analysis 
• Set objectives 

Step Two: 
Determine Design of Needs Analysis 

• Establish method selection criteria 
• Assess advantages and disadvantages for methods 

Step Three:
Collect Data 

• Conduct interviews 
• Administer questionnaires and surveys     
• Review documents 
• Observe people at work 

Step Four: 
Analyze Data 

• Conduct qualitative or quantitative analysis? 
• Determine solutions / recommendations 

Step Five:
Provide Feedback 

• Write report and make oral presentation 
• Determine next step – Training needed? 

Step Six: 
Develop Action Plan  

Once this formal needs assessment process is completed the information is used as the basis for training design, development and evaluation. However you must continue to assess the attitudes, knowledge and skill level of participants prior to each session.  Different audiences may have different needs.  This can be done both through a basic questionnaire sent just prior to a specific training event and also during the introduction of each session.   

David Watkins 

Pink Elephant Training 

(0114) 288 5951