a study on need analysis for training in an organization

8/10/2019 A Study on Need Analysis for Training in an Organization

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NEED ANALYSIS FOR TRAINING IN AN ORGANIZATION

Introduction of Training

It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts,

rules, or changing of attitudes and behaviors to enhance the performance of employees.

Training is activity leading to skilled behavior.

Its not what you want in life, but its knowing how to reach it

Its not where you want to go, but its knowing how to get there

Its not how high you want to rise, but its knowing how to take off

It may not be quite the outcome you were aiming for, but it will be an outcome

Its not what you dream of doing, but its having the knowledge to do it

It's not a set of goals, but its more like a vision

Its not the goal you set, but its what you need to achieve it

Training is about knowing where you stand (no matter how good or bad the current situation

looks) at present, and where you will be after some point of time.

Training is about the acquisition of knowledge, skills, and abilities (KSA) through professional

development.


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There are 4 necessary inputs i.e. technology, man, material, time required in every system to

produce products or services. And every system must have some output from these inputs in

order to survive. The output can be tangible or intangible depending upon the organizations

requirement. A system approach to training is planned creation of training program. This

approach uses step-by-step procedures to solve the problems. Under systematic approach,

training is undertaken on planned basis. Out of this planned effort, one such basic model of five

steps is system model that is explained below.

Organization are working in open environment i.e. there are some internal and external forces,

that poses threats and opportunities, therefore, trainers need to be aware of these forces which

may impact on the content, form, and conduct of the training efforts. The internal forces are the

various demands of the organization for a better learning environment; need to be up to date with

the latest technologies.

The three model of training are:

1. System Model

2. Instructional System Development Model

3. Transitional model

Methods of Training

There are various methods of training, which can be divided in to cognitive and behavioral

methods. Trainers need to understand the pros and cons of each method, also its impact on

trainees keeping their background and skills in mind before giving training.

Cognitive methods are more of giving theoretical training to the trainees. The various methods

under Cognitive approach provide the rules for how to do something, written or verbal

information, demonstrate relationships among concepts, etc. These methods are associated with

changes in knowledge and attitude by stimulating learning.

The various methods that come under Cognitive approach are:

Lectures


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Demonstrations

Discussions

Computer based training (CBT)

Intelligent tutorial system(ITS)

Programmed instruction (PI)

Virtual reality

Behavioral methodsare more of giving practical training to the trainees. The various methods

under Behavioral approach allow the trainee to behavior in a real fashion. These methods are

best used for skill development.

The various methods that come under Behavioral approach are:

Games and simulations

Behavior-modeling

Business games

Case studies

Equipment stimulators

In-basket technique

Role plays

Both the methods can be used effectively to change attitudes, but through different means.

Another Method is MANAGEMENT DEVELOPMENT METHOD


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MANAGEMENT DEVELOPMENT

The more future oriented method and more concerned with education of the employees. To

become a better performer by education implies that management development activities attempt

to instill sound reasoning processes.

Management development method is further divided into two parts:

On the Job Training

The development of a manager's abilities can take place on the job. The four techniques for on

the job development are:

Coaching

Mentoring

Job rotation

Job instruction technique (JIT)

Off the Job Training

There are many management development techniques that an employee can take in off the job.

The few popular methods are:

Sensitivity training

Transactional analysis

Straight lectures/ lectures

Simulation exercises

Training Need Analysis (TNA)

An analysis of training need is an essential requirement to the design of effective training. The

purpose of training need analysis is to determine whether there is a gap between what is required

for effective performance and present level of performance.


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Why training need analysis?

Training need analysis is conducted to determine whether resources required are available or not.

It helps to plan the budget of the company, areas where training is required, and also highlights

the occasions where training might not be appropriate but requires alternate action.

Training Need arises at three levels:

Corporate need and training need are interdependent because the organization performance

ultimately depends on the performance of its individual employee and its sub group.

Organizational Level Training need analysis at organizational level focuses on strategic

planning, business need, and goals. It starts with the assessment of internal environment of the

organization such as, procedures, structures, policies, strengths, and weaknesses and externalenvironment such as opportunities and threats.

After doing the SWOT analysis, weaknesses can be dealt with the training interventions, while

strengths can further be strengthened with continued training. Threats can be reduced by


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identifying the areas where training is required. And, opportunities can be exploited by balancing

it against costs.

For this approach to be successful, the HR department of the company requires to be involved in

strategic planning. In this planning, HR develops strategies to be sure that the employees in the

organization have the required Knowledge, Skills, and Attributes (KSAs) based on the future

KSAs requirements at each level.

Individual Level Training need analysis at individual level focuses on each and every

individual in the organization. At this level, the organization checks whether an employee is

performing at desired level or the performance is below expectation. If the difference between

the expected performance and actual performance comes out to be positive, then certainly there

is a need of training.

However, individual competence can also be linked to individual need. The methods that are

used to analyze the individual need are:

Appraisal and performance review

Peer appraisal

Competency assessments

Subordinate appraisal

Client feedback

Customer feedback

Self-assessment or self-appraisal

Operational Level Training Need analysis at operational level focuses on the work that is

being assigned to the employees. The job analyst gathers the information on whether the job is

clearly understood by an employee or not. He gathers this information through technical

interview, observation, psychological test; questionnaires asking the closed ended as well as

open ended questions, etc. Today, jobs are dynamic and keep changing over the time. Employees

need to prepare for these changes. The job analyst also gathers information on the tasks needs to


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From simple to complex

Topics are arranged in terms of their relative importance

From known to unknown

From specific to general

Dependent relationship

Training tacticsOnce the objectives and the strategy of the training program becomes clear,

trainer comes in the position to select most appropriate tactics or methods or techniques. The

method selection depends on the following factors:

Trainees background

Time allocated

Style preference of trainer

Level of competence of trainer

Availability of facilities and resources, etc

To most organisations, the benefits of investing in ongoing staff training are clear. They include:

Process improvements: reduced duplication of effort, less time spent correcting

mistakes, faster access to information, etc.

Cost savings: lower staff turnover, lower recruitment costs; reduction in bad debts;

reduced customer support calls; reduced help desk calls; reduced need for supervision;

reduced downtime; increased staff productivity; fewer machine breakdowns; lower

maintenance costs, etc.

Improved profitability: increased sales; more referrals due to better customer service;

new product ideas; improved customer satisfaction and retention, etc.

Performance improvement:in quality, quantity, speed, safety, problem solving, etc.

Behavioral improvements: in attitude, ethics, motivation, leadership, communication,

reduced staff conflict, etc.


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Increased staff satisfaction:Well trained staff tend to be happier, stay longer, and are

more loyal.

Furthermore, research undertaken to uncover the financial impact to an organisation of investing

in staff training shows a clear and quantifiable link between an above average investment in staff

training and superior bottom line performance:

Based on the training investments of 575 companies during a 3-year period, researchers

found that firms investing the most in training and development (measured by total

investment per employee and percentage of total gross payroll) yielded a 36.9% total

shareholder return compared with the 25.5% weighted return for the S&P 500 index for

the same period.

Firms that invest $1,500 per employee in training (per year) compared with those that

spend $125 experience an average of 24% higher gross profit margins and 218% higher

revenue per employee.

Just a 2% increase in productivity has been shown to net a 100% return on investment in

training.

A Louis Harris and Associates poll reports that among employees with "poor" trainingopportunities, 41% planned to leave within a year, whereas of those who considered their

company's training opportunities to be "excellent", only 12% planned to leave within the

same period.

So, if we accept the findings above that support the case for investing in a formal staff training

program, how does one go about identifying staff training requirements and putting a suitable

program in place?

Enter The Staff Skills Audit:

If a company's strategic plan involves doubling the workforce size within 3 years and opening

two completely new divisions during that period, then you would hope that the company's HR

Management team have a good handle on what skills the company currently has, and what new


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skills it needs to obtain in order for the company to meet its business objectives. As such, a staff

skills audit (uncovering current situation) and training needs analysis (guiding future direction) is

a vital first step in obtaining company-wide quantitative data on what skills an organisation's

workforce currently has, and (based on the company's business objectives) where the skills gaps

lie.

Whilst conducting face-to-face meetings with a select few staff members to discuss training

requirements, or ensuring training needs are raised with staff at their annual performance reviews

can both be a worthwhile exercise, neither approach will give you an accurate company-wide

picture of the organisation's skills status and future training requirements at one point in time. As

such, an annual or bi-annual online staff training needs survey is becoming an increasingly

popular approach to address this requirement.

When assessed against the alternatives of paper-based or face-to-face training needs analysis

surveys, we find the online approach has a number of clear advantages. These include:

1. Speed and ease of reporting:online survey results are generated instantly, and anyone given

authorization can access the results from any web browser in the World, at any time, with the

data securely held on encrypted servers. If the same survey is used results can also be compared

from month to month, or year to year to help spot trends and assist with budgeting and planning.The online approach also saves significant time with distributing and administering the survey as

a survey link is simply e-mailed to employees.

2. Data entry time/expense/errors:the online survey quickly stores the exact data and scoring

entered by each employee. Management's data entry requirement is removed.

3. High cost:compared with the paper or face-to-face alternatives, the online TNA process has

been shown to cost up to 80% less, and reduce decision making time by up to 90%.

4. Consistency: when a decentralized, verbal training needs analysis system is replaced by a

centralised online process, the training survey issued is the same for all employees and

comparison of like-for-like results made easy.


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5. Interviewer bias or interpretation errors:the 'interview' is in the form of an online survey

and what the employee types is exactly what HR report on.

Once the company-wide survey has been conducted, the next steps in the training strategy

development process include:

1. Analyse the survey results.

2. Create a staff training profile.

3. Develop a training development plan.

4. Communicate the training development plan to all employees.

5. Implement the training.

6. Evaluate the training effectiveness.

It is recommended that this process be conducted on a 12 monthly cycle at a minimum.

In short, a well constructed skills audit and training needs analysis process will provide a fast and

accurate snapshot of workforce training requirements, assist with training vendor selection and

budgeting, and ultimately help improve employee retention levels and overall staff satisfaction.


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Support facilitiesIt can be segregated into printed and audio visual. The various requirements

in a training program are white boards, flip charts, markers, etc.

ConstraintsThe various constraints that lay in the trainers mind are:

Time

Accommodation, facilities and their availability

Furnishings and equipments


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Budget

Design of the training, etc

Training Implementation

To put training program into effect according to definite plan or procedure is called training

implementation. Training implementation is the hardest part of the system because one wrong

step can lead to the failure of whole training program. Even the best training program will fail

due to one wrong action.

Training implementation can be segregated into:

Practical administrative arrangements

Carrying out of the training

Implementing Training

Once the staff, course, content, equipments, topics are ready, the training is implemented.

Completing training design does not mean that the work is done because implementation

phase requires continual adjusting, redesigning, and refining. Preparation is the most important

factor to taste the success. Therefore, following are the factors that are kept in mind while

implementing training program:

The trainer The trainer need to be prepared mentally before the delivery of content. Trainer

prepares materials and activities well in advance. The trainer also set grounds before meeting

with participants by making sure that he is comfortable with course content and is flexible in his

approach.

Physical set-up Good physical set up is pre requisite for effective and successful training

program because it makes the first impression on participants. Classrooms should not be very

small or big but as nearly square as possible. This will bring people together both physically and

psychologically. Also, right amount of space should be allocated to every participant.


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Establishing rapport with participants There are various ways by which a trainer can

establish good rapport with trainees by:

Greeting participants simple way to ease those initial tense moments

Encouraging informal conversation

Remembering their first name

Pairing up the learners and have them familiarized with one another

Listening carefully to trainees comments and opinions

Telling the learners by what name the trainer wants to be addressed

Getting to class before the arrival of learners

Starting the class promptly at the scheduled time

Using familiar examples

Varying his instructional techniques

Using the alternate approach if one seems to bog down

Reviewing the agendaAt the beginning of the training program it is very important to review

the program objective. The trainer must tell the participants the goal of the program, what is

expected out of trainers to do at the end of the program, and how the program will run. The

following information needs to be included:

Kinds of training activities

Schedule

Setting group norms

Housekeeping arrangements

Flow of the program

Handling problematic situations

Training Evaluation

The process of examining a training program is called training evaluation. Training evaluation

checks whether training has had the desired effect. Training evaluation ensures that whether

candidates are able to implement their learning in their respective workplaces, or to the regular

work routines.


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Purposes of Training Evaluation

The five main purposes of training evaluation are:

Feedback:It helps in giving feedback to the candidates by defining the objectives and linking it

to learning outcomes.

Research: It helps in ascertaining the relationship between acquired knowledge, transfer of

knowledge at the work place, and training.

Control: It helps in controlling the training programbecause if the training is not effective,

then it can be dealt with accordingly.

Power games:At times, the top management (higher authoritative employee) uses the evaluative

data to manipulate it for their own benefits.

Intervention: It helps in determining that whether the actual outcomes are aligned with the

expected outcomes


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Process of Training Evaluation

Before Training:The learner's skills and knowledge are assessed before the training program.

During the start of training, candidates generally perceive it as a waste of resources because at

most of the times candidates are unaware of the objectives and learning outcomes of the

program. Once aware, they are asked to give their opinions on the methods used and whether

those methods confirm to the candidates preferences and learning style.

During Training: It is the phase at which instruction is started. This phase usually consist of

short tests at regular intervals

After Training: It is the phase when learners skills and knowledge are assessed again to

measure the effectiveness of the training. This phase is designed to determine whether training

has had the desired effect at individual department and organizational levels. There are various

evaluation techniques for this phase.

Techniques of Evaluation

The various methods of training evaluation are:

Observation


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shareholder return compared with the 25.5% weighted return for the S&P 500 index for

the same period.

Firms that invest $1,500 per employee in training (per year) compared with those that

spend $125 experience an average of 24% higher gross profit margins and 218% higher

revenue per employee.

Just a 2% increase in productivity has been shown to net a 100% return on investment in

training.

A Louis Harris and Associates poll reports that among employees with "poor" training

opportunities, 41% planned to leave within a year, whereas of those who considered their

company's training opportunities to be "excellent", only 12% planned to leave within the

same period.

So, if we accept the findings above that support the case for investing in a formal staff training

program, how does one go about identifying staff training requirements and putting a suitable

program in place?

Enter The Staff Skills Audit:

If a company's strategic plan involves doubling the workforce size within 3 years and opening

two completely new divisions during that period, then you would hope that the company's HRManagement team have a good handle on what skills the company currently has, and what new

skills it needs to obtain in order for the company to meet its business objectives. As such, a staff

skills audit (uncovering current situation) and training needs analysis (guiding future direction) is

a vital first step in obtaining company-wide quantitative data on what skills an organisation's

workforce currently has, and (based on the company's business objectives) where the skills gaps

lie.

Whilst conducting face-to-face meetings with a select few staff members to discuss training

requirements, or ensuring training needs are raised with staff at their annual performance reviews

can both be a worthwhile exercise, neither approach will give you an accurate company-wide

picture of the organisation's skills status and future training requirements at one point in time. As


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such, an annual or bi-annual online staff training needs survey is becoming an increasingly

popular approach to address this requirement.

When assessed against the alternatives of paper-based or face-to-face training needs analysis

surveys, we find the online approach has a number of clear advantages. These include:

1. Speed and ease of reporting:online survey results are generated instantly, and anyone given

authorization can access the results from any web browser in the World, at any time, with the

data securely held on encrypted servers. If the same survey is used results can also be compared

from month to month, or year to year to help spot trends and assist with budgeting and planning.

The online approach also saves significant time with distributing and administering the survey as

a survey link is simply e-mailed to employees.

2. Data entry time/expense/errors:the online survey quickly stores the exact data and scoring

entered by each employee. Management's data entry requirement is removed.

3. High cost:compared with the paper or face-to-face alternatives, the online TNA process has

been shown to cost up to 80% less, and reduce decision making time by up to 90%.

4. Consistency: when a decentralized, verbal training needs analysis system is replaced by a

centralized online process, the training survey issued is the same for all employees and

comparison of like-for-like results made easy.

5. Interviewer bias or interpretation errors:the 'interview' is in the form of an online survey

and what the employee type is exactly what HR report on.

Once the company-wide survey has been conducted, the next steps in the training strategy

development process include:

1. Analyze the survey results.

2. Create a staff training profile.

3. Develop a training development plan.

4. Communicate the training development plan to all employees.

5. Implement the training.


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6. Evaluate the training effectiveness.

It is recommended that this process be conducted on a 12 monthly cycle at a minimum.

In short, a well constructed skills audit and training needs analysis process will provide a fast and

accurate snapshot of workforce training requirements, assist with training vendor selection and

budgeting, and ultimately help improve employee retention levels and overall staff satisfaction.


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RESEARCH METHODOLOGY

Objectives:

To analyze the need for training in an organization.

To understand the necessity for organize training programme for a new employee

To study the different kinds of training methods adopted in the organization.

To analyze the effective method of training.

To study the employee perceptions regarding their training programme.

Scope of the study:

The study focuses on employee training in an organization. A training needs analysis (TNA) is

the process of identifying the areas where both individuals and groups in an organisation would

benefit from training in order to become more effective at achieving their own objectives and the

objectives of the organization.

This study will bring out the perception of employees towards their training programmes. It

confined to the feelings of employees and it analyzes the factors needed to be improved in order

to get maximum satisfaction in their training programme.

HYPOTHESES:

Hypothesis 1:

Null hypothesis: There is no need for training in the organization

Alternative Hypothesis:There is a need for training in the organization

Statistical tools for analysis:

1.

Graphs2. Charts

3. Tables

Sampling:

Sampling method:Non-probability sampling (convenience sampling)

Sample size: 100


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Data and Sources of data:

Data collection

Primary data: The primary data is collected through questionnaire which would be used as

schedules involving mostly personal interviews and few questionnaires given directly to the

target sample and taken back on response.

Secondary data

International, National Articles, publications and books are taken as secondary source to identify

the gaps in the researches and gaining conceptual knowledge building insight into the concepts.

Limitation of the study:

1. The study is done in only one organization hence it cannot be generalized to the

whole industry.

2.

Another major constraint was the time. The study is undertaken for a period of 60

days only


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DATA INTERPRETATION

1. Have you undergone any training program?

a. Yes b. No

Interpretation:

From the above pie chart, it is observed that the organization has conducted training program as

majority of the respondents 84% attended the training. Only 16% of the respondents are not

attended the training

84%

16%

Training undergone

Yes

No


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2. If yes, specify the training program?

a. Technical skills b. Soft skills c. Process training d. All

Interpretation:

According to the graph, it is shown that 24 respondents has taken training on soft skills, 16

respondents has taken training on technical skills, 15 respondents has taken training on process

training and the remaining 29 respondents has taken training on all the skills.

0

5

10

15

20

25

30

Technical skills Soft skills Process training All

16

24

15

29

Training program


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3. What kind of training is given in the organization?

a. In-house training b. External training c. Both d. None

Interpretation:

In the above graph, it is noticed that 42 respondents had provided with the external training,32

respondents has taken In-house training, 20 respondents had provided with both external and in-

house training program and for remaining 6 respondents no training is provided.

0

5

10

15

20

25

30

35

40

45

In-house training External training Both None

32

42

20

6

Kind of training


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4. Does your organization have a set procedure for identifying training needs?

a. Yes b. No c. Dont know

Interpretation:

According to the pie chart, it is observed 68% of the organizations are following standard

procedures for conducting training programs. 16% of the organizations are not having any

standard procedure to conduct the training program. The remaining 16% of the organizations are

not conducting any training programs.

68%

16%

16%

Standard procedure for assessing training needs

Yes

No

Don't know


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5. According to you, which team is responsible for identifying the training requirements?

a. Concerned department b. Human resource development team

c. Top management d. Others (please specify)

Interpretation:

From the above graph, 36 respondents believe that the concerned department should identify the

requirement for training, 21 refer to the top management, 16 respondents refer to human resource

development team and the remaining 27 respondents to others.

0

5

10

15

20

25

30

35

40

Concerned

department

Human resource

development

team

Top management Others

36

16

21

27

Team is responsible for identifying the training

requirements


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6. What is the basis on which the training process is initiated?

a. Performance appraisal b. New projects taken up

c. New employees d. Others (specify ____________)

Interpretation:

According to the graph, 43 respondents are given training on the basis of their performance and

15 respondents are given training when new projects are taken up. 34 underwent training after

the joining and the remaining respondents are trained on the basis of other issues.

0

5

10

1520

25

30

35

40

45

Performance

appraisal

New projects

taken up

New employees Others

43

15

34

8

Basis for initiation of training


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7. Which of the following according to you is the major reason for regular training of the

employees?

a. Skills may deteriorate

b. Technology may change

c. The organization may move into new areas, changing the type of jobs that exist

d.

Others (please specify___________________)

Interpretation:

According to the pie graph, 26 respondents was given training when the skills of employee are

not up to the mark, 24 respondents was given training when the organization moves into new

areas or changing the type of jobs that exist, 21 respondents was given when the technology is

changed and the remaining 29 respondents for other reasons.

26

2124

29

Reason for regular training

Skills may deteriorate

Technology may change

The organization may move into

new areas, changing the type of

jobs that exist

Others


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8. Which of the following methods are used in your organization to assess the training

needs? review/evaluate/charge/levy/judge the training needs?

a. Appraisal and performance review

b. Peer appraisal

c. Competency assessments

d. Subordinate appraisal

e.

Client feedback

f. Customer feedback

g. Self-assessment or self-appraisal

Interpretation:

According to the graph, 20% of the respondents follow the method of appraisal and performance

review, 18% of the respondents follow customer feedback, 15% of the respondents from

subordinate appraisal, 14% of the respondents follow client feedback, 12% of the respondentsfrom competency assessment, 12% of the respondents follow the method of self-assessment or

self appraisal and the remaining 9% of the respondents follows peer appraisal.

20%

9%

12%

15%

14%

18%

12%

Methods for assessing training needs

Appraisal and performancereview

Peer appraisal

Competency assessments

Subordinate appraisal

Client feedback

Customer feedback

Self-assessment or self-

appraisal


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9. Rate the importance of the following factors for proper need assessment of training.

Mark 4 if it highly important

Mark 3 if it important

Mark 2 if it not much important

Mark 1 if it is not at all important

a. Size/geographic factors __

b.

Growth factors __

c. Range of job skills __

d. Existing HR systems __

Interpretation:

According to the graph, the size or the geographical factors, the range of job skills available in

the organization and the growth factors of the organization form important factors for assessing

the need for training. They should be taken into account carefully for delivering effective

training programs. The respondents feel that the existing HR system need not considered

seriously in assessing the training needs.

0

5

10

15

20

25

30

35

40

45

50

Highly important Important Not much important Not at all important

31

46

14

9

28

42

20

10

29

43

16

12

15

23

45

17

Chart Title

Size/geographic factors Growth factors Range of job skills Existing HR systems


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10.To the statements below, indicate your level of need for training.

a. Using and developing the knowledge

i) High ii) Medium iii) Low

Interpretation:

According to the graph, 32 respondents are in the high need for training in terms of using and

developing their knowledge, 48 respondents require the same to the medium extent and the

remaining 20 respondents require training to a low extent.

32

48

20

0

10

20

30

40

50

60

High Medium Low

No.

ofrespondents

Using and developing the knowledge


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b. Technical appreciation and use of equipment/tools/machinery for my area and related

areas.


Interpretation:

According to the graph, 42 respondents are in the high need Technical appreciation and use of

equipment/tools/machinery for in their related areas, 48 respondents require the same to the

medium extent and the remaining 20 respondents require training to a low extent.

42

36

22

0

5

10

15

20

25

30

35

40

45

High Medium Low

No.

ofrespondents

Technical appreciation and use of

equipment/tools/machinery


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a. Striving for personal development.


Interpretation:

According to the graph, 62 respondents are in the high need for training Striving for personal

development, 34 respondents require the same to the medium extent and the remaining 4

respondents require training to a low extent.

62

34

4

0

10

20

30

40

50

60

70

High Medium Low

N

o.

ofrespondents

Striving for personal development


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b. Taking personal responsibility to resolve problems, even those not of my own

making


Interpretation:

From the above graph, it is observed that only 14 respondents require high training for

considering as personal responsibility to resolve the problems, 23 respondents as medium and the

remaining 63 considering to a low extent.

14

23

63

0

10

20

30

40

50

60

70

High Medium Low

No.

ofresp

ondents

Taking personal responsibility to resolve problems


39/56


40/56

d. Keeping focused and productive, reliable and dependable


Interpretation:

According to the graph, 14 respondents are in the high need for training in focusing and

productive reliable and dependable, 54 respondents require the same to the medium extent and

the remaining 25 respondents require training to a low extent.

21

54

25

0

10

20

30

40

50

60

High Medium Low

No.o

frespondents

Keeping focused and productive, reliable and dependable


41/56

e. Planning how to achieve my work and personal goals.


Interpretation:

According to the graph, 18 respondents are in the low need for training in planning to achieve the

work and personal goals, 29 respondents require the same to the medium extent and the

remaining 53 respondents require training to a high extent.

18

29

53

0

10

20

30

40

50

60

Low Medium High

No.

ofrespondents

Planning how to achieve my work and personal goals


42/56

f. Managing stress and conflict.


Interpretation:

According to the graph, 21 respondents are in the high need for training in managing stress and

conflict, 68 respondents require the same to the medium extent and the remaining 11 respondents

require training to a low extent.

21

68

11

0

10

20

30

40

50

60

70

80

High Medium Low

No.

of

respondents

Managing stress and conflict


43/56

g. Managing upwards and sideways (my managerial superiors and my peers)


Interpretation:

According to the graph, 31 respondents are in the high need for training in managing upwards

and sideways, 43 respondents require the same to the medium extent and the remaining 26

respondents require training to a low extent.

31

43

26

0

5

10

15

20

25

30

35

40

45

50

High Medium Low

No.

of

respondents

Managing upwards and sideways


44/56

h. Contributing positively to team/company morale and spirit.


Interpretation:

According to the graph, 18 respondents are in the high need for training in contributing

positively to team/company confidence and strength, 43 respondents require the same to the


18

43

39

0

5

10

15

20

25

30

35

40

45

50

High Medium Low

No.o

frespondents

Contributing positively to team/company morale and spirit


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i. Seeking and picking up responsibility that I see waiting to be filled.


Interpretation:

According to the graph, 14 respondents are in the high need for training in looking and picking

up the responsibility wishing to be filled, 24 respondents require the same to the medium extent

and the remaining 60 respondents require training to a low extent.

16

24

60

0

10

20

30

40

50

60

70

High Medium Low

No.

ofr

espondents

Seeking and picking up responsibility that I see waiting

to be filled


46/56

j. Using integrity and ethics in my judgement about work and organizational issues.


Interpretation:

According to the graph, 26 respondents are in the high need for training to be honesty and struck

to the principles about the work and organizational issues, 48 respondents require the same to the


26

48

26

0

10

20

30

40

50

60

High Medium Low

No.

ofr

espondents

Using integrity and ethics in my judgement about work

and organizational issues


47/56

11.Considering all the above factors, what is your level of need for training?

i) Very high ii) High iii) Medium iv) Low v) Too low

Interpretation:

According to the graph, 14 respondents require very high need for training, 26 respondents

requires high, 31 respondents require medium, 21 respondents require low and 9 respondents

require too low.

Hypothesis Testing:

Null hypothesis: There is no need for training in the organization

Alternative Hypothesis:There is a need for training in the organization

Most of the respondents feel that there is a need for training in the organization in the technical

aspects. That means alternative hypothesis is accepted. Hence there is need for training in the

organization.

14

26

31

21

8

0

5

10

15

20

25

30

35

Very high High Medium Low Too low

N

o.

ofrespondents

Need for training


48/56

FINDINGS:

1. Above 80% of the employees has undergone training in the organization.

2. Among the 100 respondents, 29 respondents have taken training for soft skills, technical

skills and process training.

3. 42% of the organizations have given external trainings and 32% of the respondents have

taken in-house training while 20% of the respondents have taken both kinds of trainings.

4. Before giving the training to the employees 68% of the organizations follow certain

standard procedure for assessing the training needs.

5. Among the 100 respondents, 36% of the respondents feel that concerned department

should identify the training requirements, 16% of the respondents feel as Human resource

development Team, 21% of the respondents feel as top management and 27% of the

respondents feel it as others.

6. The employees are given training on the basis of their performance and when new

projects are taken or when the employees newly join.

7. Regular training is conducted when the employee skills are not up to the mark, when the

technology was changed/updated or when the organization moves into new areas,

changes were made in the type of job that exists.

8. The methods of evaluating training needs are done through appraisal and performance

review, peer appraisal, competency assessment, subordinate appraisal, client feedback,

customer feedback and self assessment or self appraisal.

9. The size or the geographical factors, the range of job skills available in the organization

and the growth factors of the organization form important factors for assessing the need

for training. They should be taken into account carefully for delivering effective training

programs. The respondents feel that the existing HR system need not consideredseriously in assessing the training needs.

10.A medium need of training should be there for using and development the knowledge

factor, keeping focused and productive, reliable and dependable factor, managing stress

and conflict factor and developing positive relationships factor.


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11.There is high need of training for technical appreciation and use of the resources and

striving for personal development factors.

12.Medium extent of training is required for managing upwards and sideways in the

organization factor, contributing positively to team/company morale and spirit factor andusing integrity and ethics in my judgment about work and organizational issues factor.

13.All of the above factors, 40 respondents require high need of training and 29 respondents

require low need of training in the organization.


50/56

SUGGESTIONS:

1. Both In-house training and external training should be given in the organization to

effectively attain the training objectives.

2.

All the organizations should follow pre-set procedures to identify the training needs for

the employees to work effectively and for the growth of the organization.

3. The training program should be initiated at the time of launching new products, so that

the employees have clear idea about the work they should have to do.

4. The training objective are in keeping with the needs and abilities to trainee and it is this

that provide to be the major reason for success of the training as a whole.

5. The organization should conduct regular training programs in order to improve the

employee performance.

6. Some of the employees indicated that there is a need of training for the following factors:

- 1) using and developing the knowledge 2) Technical appreciation and use of the

resources 3) striving for personal development 4) planning how to achieve my work and

personal goals 5) managing stress and conflict.

7. Stress management training is more important for employee as it was observed that

people are all the time in tension like situation as to how to do, when to do, no time and

things like that which kept them tensed all the time.


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CONCLUSION

The study on Need analysis for train ing in Manhattan Review was undertaken with the

objective of getting an insight into training practices in the organization. The present study

focuses on theanalyzing the need for training in the organization, the necessity for organizing

training programs for new employees and the different kinds of training methods adopted in the

organization.

The study is done at Hyderabad at Manhattan Review India with the employees as the

respondents of the study. The sampling technique used was convenience sampling. The

respondents were asked to fill the questionnaires and thus the primary data is collected.

Secondary data was collected from various sources like books, survey reports, web etc.

The data collected from the primary source and the secondary sources was analyzed using

appropriate research tools like graphs, tables etc. From the study, it was found that the

organization frequently conducts the need assessment for training after the performance after

regular appraisals, acceptance of new projects, technology updation etc. It was also found the

employees needed training in the technical aspects.

The management the organizations should follow pre-set procedures to identify the training

needs for the employees to work effectively and for the growth of the organization. Based on the

needs assessed, proper objectives should be framed and the training is given to meet such

objectives effectively.


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BIBLIOGRAPHY

Donald L. Kirkpatrick, James D. Kirkpatrick, Evaluating Training Pograms, Berrett-Koehler

Publishers in 2006.

Jack J. Phillips, Training Evaluation and Measurement Methods, Gulf Publishing in 1997.

Dr.Y.K.Singh and Dr.R.B.Bajpai, Research methodology, APH Publishing, 2007

Websites:

www.wikipedia.org

www.tutor2u.net

www.trainingforwarriors.com

www.citehr.com


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ANNEXURE-1

QUESTIONNAIRE

Demographics:

i) Age:____________

a. 15-25yrs b. 25-35yrs c. 35-45yrs d. Above 45yrs

ii) Gender____________________

a. Male b. Female

iii) Residence___________________

iv)

Qualification__________

a. Undergraduate b. Graduate c. Post Graduate d. Others

v)

Designation____________

vi) Experience in the previous organization:

a. Less than 1yr b. 1-2yrs c. 2-5yrs d. 5-10yrs e.Above 10yrs

vii) Experience in the current organization:

b. Less than 1yr b. 1-2yrs c. 2-5yrs d. 5-10yrs e.Above 10yrs

viii) Annual income (in lakhs)______________

a. Below 1 b. 1-2 c. 2-3

d. 3-5 e. 5-8 f. Above 8

1. Have you undergone any training program?

a. Yes b. No

2. If yes, specify the training program?

a. Technical skills b. Soft skills c. Process training d. All

3.

What kind of training is given in the organization?

a. In-house training b. External training c. Both d. None

4. Does your organization have a set procedure for identifying training needs?

a. Yes b. No c. Dont know


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5. According to you, which team is responsible for identifying the training requirements?

a. Concerned department b. Human resource development team

c. Top management d. Others (please specify)

6.

What is the basis on which the training process is initiated?

a. Performance appraisal b. New projects taken up

c. New employees d. Others (specify ____________)

7. Which of the following according to you is the major reason for regular training of the

employees?

a. Skills may deteriorate

b. Technology may change

c. The organization may move into new areas, changing the type of jobs that exist

d. Others (please specify___________________)

8. Which of the following methods are used in your organization to assess the training

needs?

a.

Appraisal and performance review

b.

Peer appraisal

c. Competency assessments

d. Subordinate appraisal

e. Client feedback

f. Customer feedback

g. Self-assessment or self-appraisal


55/56

9. Rate the importance of the following factors for proper need assessment of training.

Mark 4 if it highly important

Mark 3 if it important

Mark 2 if it not much important

Mark 1 if it is not at all important

e. Size/geographic factors __

f.

Growth factors __

g. Range of job skills __

h. Existing HR systems __

10.To the statements below, indicate your level of need for training.

a. Using and developing the knowledge


b. Technical appreciation and use of equipment/tools/machinery for my area and

related areas.


c.

Striving for personal development.


d. Taking personal responsibility to resolve problems, even those not of my own

making


e.

Developing positive relationships.


f. Keeping focused and productive, reliable and dependable



56/56

g. Planning how to achieve my work and personal goals.


h. Managing stress and conflict.


i. Managing upwards and sideways (my managerial superiors and my peers)


j. Contributing positively to team/company morale and spirit.


k. Seeking and picking up responsibility that I see waiting to be filled.


l. Using integrity and ethics in my judgement about work and organizational issues.


11.

Considering all the above factors, what is your level of need for training?

i) Very high ii) High iii) Medium iv) Low v) Too low

12.Suggestions please!

________________________________________________________________________

________________________________________________________________________

a study on need analysis for training in an organization

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