Training Needs Assessment

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The training needs assessment is a critical activity for the training and development function. Whether we are a human resource generalist or a specialist, we should be adept at performing a training needs assessment. This research paper will begin with an overview of the training and development function and how the needs assessment fits into this process, followed by an in-depth look at the core concepts and steps involved in conducting a training needs assessment with the organization wherein I have been an intern, i.e. JK Tyres Ltd.


Designing a training and development program involves a sequence of steps that can be grouped into five phases: needs assessment, instructional
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Types of Training Needs:
Since there can be several types of training as well as non training needs, we at JK Tyres Many needs assessments are available for use in different employment contexts. Sources that can help you determine which needs analysis is appropriate for your situation are described below:
• Organizational Needs: An analysis of the business needs or other reasons the training is desired. An analysis of the organization 's strategies, goals, and objectives. What is the organization overall trying to accomplish? The important questions being answered by this analysis are who decided that training should be conducted, why a training program is seen as the recommended solution to a business problem, what the history of the organization has been with regard to employee training and other management interventions.
• Work analysis / Task Analysis: Analysis of the tasks being performed. This is an analysis of the job and the requirements for performing the work. Also known as a task analysis or job analysis, this analysis seeks to specify the main duties and skill level required. This helps ensure that the training which is developed will include relevant links to the content of
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There are two main aspects to this. The first is in relation to the electronic monitoring of performance, which affords the ability to record a huge amount of data on multiple dimensions of work performance. Not only does it facilitate a more continuous and detailed collection of performance data in some jobs, e.g. call centres, but it has the capacity to do so in a non-obvious, covert manner. The second aspect is in mediating the feedback process, by recording and aggregating performance ratings and written observations and making the information available on-line; many software packages are
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