Training Needs Assessment - Step by Step Helpcard

by Robert Bacal

The only way training will provide a return on investment is if it addresses a business need.Determining training needs the key to receiving any payback on money spent on workplace training.It's great to be committed to the training of employees, but the reality is that a huge percentage of workplace training is a waste of resources, either because it doesn't address or solve a business problem, or the employee isn't in a position to use what is learned (if anything is actually learned). Clearly the key is to determine training needs properly for the organization, and for individual employees. That's the way to increased productivity through human resource development.Our Training Needs Assessment Step by Step Helpcard is designed to walk you through a straightforward process for determining training needs and requirements. You don't need to be a trainer or learning specialist to do this.ContentWritten by training expert and instructional designer, Robert Bacal, these step-by-step instructions provide a roadmap for conducting a training needs analysis. We explain what a training needs assessment involves, and how to go about doing it properly. Here's what's * Characteristics of training that pays off * Training needs analysis overview * The Steps * Identifying performance gaps * Techniques for identifying gaps * Priorizing the gaps * Identify the causes of the gaps including use of "the seven why's technique" * Deciding whether training will reduce the gap * Identifying skills needed and who needs them * Hints & Tips

13 pages, Kindle Edition

First published February 1, 2010

About the author

I spent far too long in school and higher education, studying various aspects of psychology, education and cognitive science. I finally left the nest, and ended up in Winnipeg, Canada teaching college teachers how to teach, then on to the Government of Manitoba.
About 20 years ago he started his own training and consulting business.
But the more interesting stuff is that in and around 1998, I was approached to write my first book with a major publisher (McGraw-Hill) on performance management.

It must say something for being in the right place at the right time, since what followed were opportunities to write a good many other books, for both McGraw-Hill and Alpha Press (Idiot's Guides).

I've actually lost count of how many books I've written -- it gets complicated when you consider different editions, translations, and books publishers stuck my name on without my actually having to write anything new.

What drives me is the ideas in books, putting things into plain English, and in effect, teaching via the written word.

Eventually, provided I live long enough, and ever get enough money not to worry about money, I'd like to write fiction. Until then I'm still going on the non-fiction stuff.

I love talking to readers, and potential readers, and I love talking about the subjects I've written about, since I don't write books unless I feel driven by my own interests.

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