. JoNaS RooM .......: May 2010

1.0. Introduction

In a business, Human Resource is one of the discipline which drives business for competitiveness. To achieve this training is very important. Competent employees will not remain competent forever. Training Needs analysis is critical to developing relevant and effective education and training programs and marketable and useful products. These programs and products can be for use by your organization, or for external customers. By assessing target audience needs, we can determine a focus and direction for investments made in products or training, and extend the reach and impact of environmental programming. On the below will given a few definitions from the field of training and education of the term "needs analysis."

In order to assess the training needs, it is also necessary to derive the job contents and job descriptions for each category and cadre in respect of Employees working in the entire Department.

1.1. Definition of Training Needs AnalysisTraining Needs Analysis (TNA) is the process of identifying and assessing the training requirements of an organization (or individual). Other definitions are:-

All effective training begins with needs analysis. The training needs survey measure what skills employees have, what they need, and how to deliver the right training at the right time. – American Society of Training and Development

Needs analysis is an examination of the existing need for training within an organization. It is a gathering of data that enables you to make an informed estimate of the changes desired or demanded by those organizations.

– Stuart Dalziel, Planning and Managing Training and Development

A needs assessment is a systematic investigation of an audience to identify aspects of individual knowledge, skill, interest, attitude and/or abilities relevant to a particular issue, organizational goal, or objective.

1.2. What are the goals of a Training Needs Analysis?

The goal of a needs analysis is to design an effective program, product or service that address the group's 'needs' and 'wants'.

Many people consider only one solution (they want) and discuss it as a need, when in truth what they really need will not be addressed. Effective questioning can reveal the need behind the want. However, it is important to remember that the 'want' is often the best solution. Two things the most important to remember:

Needs are gaps – the space between what currently exists and what should exist.
Wants are solutions – a proposed means to filling the gap.

Examples of Wants

I want to hire a budget analystI want to learn more about social marketingI want a tool to help me write metadata

Example of Needs

I need to do more accurate budget projections

I need to increase the effectiveness of the educationsI need to accurately document my scientific data

1.3. Objective of Training Needs Analysis

Identify existing degree of knowledge, skills, and the attitudinal characteristics surrounding a particular issue or topical area
Identify individuals or groups of individuals who most need additional skills training or access to information and technologies.
Identify motivations and conditions that contribute to an individual's degree of interest in an issue and ability to access or purchase the final product or training course.

2.0. Why need Training Needs Analysis?

Training needs analysis (TNA) can be seen as a health check on the skills, talent and capabilities of the organization. It is the systematic gathering of data to find out where there are gaps in the existing skills, knowledge and attitudes of employees. It involves collecting data about existing employees' capabilities and the organizational demands for skills and the analysis of the implications for changes in capability of new and changed roles. It should always flow from the business strategy and its aim is the production of a plan allowing the organization to ensure there is sufficient capability to sustain business performance.

Careful training needs analysis is very important because:

Organizational performance depends on the right quality and quantity of human capital
Learning opportunities enables staff to achieve personal and career goals and increase employee engagement.
Well planned training is an effective retention strategy.
If an initial assessment is made based on organizational needs and strategy, then it is likely that cost effective learning provision will result.

Training Needs Analysis will need to answer:-

Why do people need the training
What skills need imparting
Who needs the training
Where may the training be conducted
When will they need the new skills
How many the new skills be imparted

Methods Identifying Training Needs Analysis

Different background of employees to be trained
Employees should be from : new hires or existing employees

Conducting a Training Needs Analysis

In House Trainer / Consultant collect information based on 3 issues:-
a) Performance problem
b) Anticipated introduction of new systems, task and technology
Desired by organization to benefit from a perceived opportunity
Needs analysis reveals well targeted training areas
Conducting TNA must get a clear of the problem
When properly done, needs analysis is a wise investment
Well performed analysis is the solutions of greatest need
Failure cause costly mistake.

3.0. Training Needs Analysis: Advantages & Disadvantages

The table below summarized the key advantages and disadvantages of major methods of assessing training and performance needs. The methods help to give a balanced perspective and offset the disadvantages of some methods.

Methods	Advantages	Disadvantages
Organizational Documents	Provide relevant, quantifiable data Fast Inexpensive May built management involvement	Don't build employee involvement Not necessarily focused on HRD May not identify causes May not provide visibility
Questionnaires & Surveys	Reach many people in short time Build involvement Relatively inexpensive Yield relevant, quantifiable data that are easy to summarize Anonymity may encourage honesty	Require time and skill to develop Low response rates or inaccurate responses No opportunity to clarify May restrict freedom of response May lead to unrealistic expectations
Group interviews (Focus groups)	Build involvement and support Provide relevant data Provide visibility May elicit key topics not expected On the spot sharing & synthesis of different views	Moderately time-consuming (but less so than individual interviews) Moderately expensive Difficult to conduct May be difficult to analyze and quantify data
Individual Interviews	Build involvement and support Allow for clarification Provide relevant data Easier to conduct than group interviews May uncover information that wouldn't be brought up in a group	Expensive in terms of time and travel costs Require interviewing skills May be difficult to analyze and quantify results May make interviewees self-conscious
Advisory Committees	Build management involvement and sponsorship Provide visibility Inexpensive Allows synthesis of opinions of key decision makers Can help identify resources	Time consuming and difficult to manage logistically Fails to build lower level employee involvement Poor source of quantifiable data May lead to "groupthink" or turf wars
Observation of Work Situations	Builds employee involvement Provides excellent information when coaching an individual Builds your credibility Generates relevant, quantifiable data May provide excellent stories	Requires a skilled observer Does not involve management Time consuming May change performance or be perceived as spying May be logistically difficult
Benchmarking & Independent Research	Learn from industry leaders and competitors Can build your credibility Availability of free data on internet Avoid rediscovering what is known	Does not build involvement May not be directly relevant Data from different organizations may be misleading Requires significant analysis

Source: Adapted from Managing a Small HRD Department, by Carol P. McCoy. Falmouth, ME @ McCoy Training and Development Resources, 1993, p 23.

4.0. About this Training Needs Analysis?

The example given is refers to the position of Payroll Assistant. This is based on individual level. After appraisal and supervision meetings allow individual to reflect on their own learning needs in relation to their work objective. What additional skills and learning that they need to improve and what they do? It is important to take for people's career. However, there is also a need to be realistic about what organization can offer by way of development opportunities and not to raise expectation too high. Assessment tools can be helpful in getting a more picture of individual performance and the impact that people are making at different levels within the organization. Identifying learning needs at individual level is not just about what needs to be learnt, it is also about how best to do it. Organization must find how many people have enjoyed and benefit from training in the past. The outcome of training needs analysis at an individual level should be a Personal Development Plan which it is be related to their work objectives.

5.0. Training Program

As a result of the training needs analysis, training will be provided to close the skill gap. This may include:-

payroll courses delivered by the HRD
training programs delivered by external providers for specific skills or qualification requirements
task specific training delivered

Internal training is delivered on the yearly schedule. Other training including specific training is delivered on a needs basis, by any of identification, but not limits e.g. induction, transfer of employees, change of work process, technology or substances. Training Programs offered internally at the HRD are documented in HR Training courses.

Possible gap areas will be found between:

An individual's perception of skill level and her or his actual skill level.
Management's perception of resources required to succeed and employees' actual needs.
Customer expectations and internally developed objectives.

After training needs analysis done, skills can divert into two categories, technical and interpersonal. Most training activities seek to modify one or more of these skills.

Technical: Most training is directed upgrading and improving an employee's technical skills.

Interpersonal: Almost all employees belong to a work unit. To some degree, their work performance depends on their ability to effectively interact with their co-workers and their boss. Some employees have excellent interpersonal skills. But others require training to improve theirs.

5.1. Training Methods

Most training takes place on the job. This can be attributed to the simplicity of such methods and their usually lower cost. However, on-the-job training can disrupt the workplace and result in an increase in errors as learning proceeds. Also, some skill training is too complex to learn on the job. In such cases, it should take place outside the work setting.

On-the Job Training

Popular on-the-job training methods include job rotation and understudy assignments. Job rotation involves lateral transfers that enable employees to work at different jobs. Both job rotation and understudy assignments apply to the learning of technical skills. Interpersonal and problem-solving skills are acquired more effectively by training that takes place off the job.

Off-the-Job Training

There is a number of off-the-Job training methods that managers may want to make available to employees. The more popular are classroom lectures, films, and simulation exercises. Classroom lectures are well suited for conveying specific information. They can be used effectively for developing technical and problem-solving skills. Films can also be used to explicitly demonstrate technical skills. Interpersonal and problem-solving skills may be best learned through simulation exercises. However, complex computer models, such as those used by airlines in the training of pilots, are another kind of simulation exercise. Training and development can sustain or increase its employees' current productivity, while, at the same time, prepare employees for a changing world.

5.2. Training Process

The below is the training process for Training Needs Analysis. The TNA process is referring for the post of Payroll Assistant in their learning and development. The process below is identifying training requirements to developing organization business objectives using the individual level.

6.0. Determine the Job Description of the employee

JOB DESCRIPTION

This form is used to obtain information about the duties and requirements of your job. Complete the form in your own words.

SECTION A : JOB IDENTIFICATION
Name of Job Holder	Norhayati binti Abdul Wahab
Job Title ( Designation)	Payroll Assistant
Department / Section	Human Resource Department / Payroll Section
Report To ( Name of Job Title )	En. Mohd Fazil bin Ghani Senior Executive, Payroll Section
Location	Head Quarters, Kuala Lumpur
No of staff supervised	Four (4)
SECTION B : JOB SUMMARY Briefly describe the main purpose of your job. Please provide one or two sentences starting with an action verb, followed by the aim of the position that identifies the result of the position.
Example Performs a variety of office support and/or secretarial duties for a specified unit/department, such as composing and word processing a variety of standard documents and correspondence, relaying and resolving routine telephone and/or walk-up inquiries, scheduling calendar items and meetings, making travel arrangements, processing forms, performing data entry, and establishing and maintaining records. Edits and proofreads documents to ensure accuracy. May perform duties involving simple mathematical calculations.
To prepare all aspects of data entries payroll process into the Paywin, Orisoft System. To prepare and ensure the accuracy of the monthly relevant payroll report and to rectify and difference / variance. To prepare all data for monthly overtime, allowance, deductions and adjustments. To prepare instruction for payment memo every end-month, diskette and instruction letter to bank for salary payment. To prepare statutory report and to ensure payments of statutory contributions are compiles within the stipulated deadline. To administer staff information in Human Resource Information System To prepare the employment contract, termination, promotion, increment, transfer letter, warning, etc. To attend to all employees' queries pertaining to HR related. To handle private and confidential matters and assist on HR and admin works as when required.

SECTION C : MAJOR DUTIES / RESPONSIBILITIES & PERFORMANCE STANDARD List major duties and responsibilities of your job. Each statement should be clear description of the task and should start with a verb
MAJOR DUTIES / REPONSIBILITIES	FREQUENCY (Daily, Weekly, Monthly, Quarterly, Ad-hoc)
E.g.; Type memo and letters from drafts	Daily
1. Process monthly payroll, key in overtime, allowance, deductions and any adjustment.	Monthly
2. Prepare statutory reports for governments' bodies such as EPF, SOCSO, Income Tax, HRDF and Zakat.	Monthly
3. To updated personal file into HRIS and filing to personal file	Weekly
4. To prepare payment memo every end-months	Monthly
5. To prepare diskette and instruction letter to bank for salary payment.	Monthly
6. Prepare the employment contract, termination, transfer, increment, warning, etc.	Daily

SECTION D : JOB REQUIREMENTS List /Select the requirements of qualifications, skill and qualities necessary to perform your job properly.
Preferred Education	( ) SPM ( ) STPM ( X ) DIPLOMA ( ) ADVANCE DIPLOMA ( ) BACHELOR DEGREE ( ) MASTER ( ) PHD
Preferred Course/ Discipline	Payroll Human Resource Information Systems (HRIS) Employment Act
Related Course/ Discipline	Interpersonal communication skill Computer Skills
Preferred Experience	( ) NONE ( ) LESS THAN 1 YEAR ( X ) 1 – 2 YEARS ( ) 3 – 5 YEARS ( ) 5 – 7 YEARS ( ) 7 -10 YEARS ( ) MORE THAN 10 YEARS
Language Abilities	( X ) ENGLISH ( X ) BAHASA ( ) OTHERS ...................................
Preferred Age Range	( ) NONE ( ) 18 - 21 ( ) 21 – 25 YEARS ( X ) 25 – 30 YEARS ( ) 25 – 30 YEARS ( ) 7 -10 YEARS ( ) MORE THAN 10 YEARS
Knowledge, Skills, Abilities	Payroll administration experience in a similar sized organization. Excellent interpersonal skills Strong commitment to employees and also flexibility Minimum 2-3 years practical payroll experience Proficient to at least an intermediate level in a range of software packages (including work, excel, outlook) Experiences with HRIS Human Resource experience

6.2. Determine the Job Specification of the employee

JOB SPECIFICATION

(Classified Employees)

Job Title : Payroll Assistant	Job Code No: 0660
Salary Grade : JE14	Total Point: ________

FACTOR	DEGREE	POINTS
1. Knowledge & skills Ability & knowledge to perform complex, difficult task	4
2. Effort Mental & visual effort Continuous mental / visual effort for a sustained period Physical Effort Light physical effort or significant manual	3 2
3. Responsibility for Cost Control Damage or waste is possible but considerable attention and care can prevent loss.	3
4. Working condition Frequent exposure to adverse stimulation which can result in some disagreeable working condition.	2
5. Responsibility for external and internal relations considerable external and /or internal contacts to carry out responsibilities.	3

6.3. Fill in the competency Gap & Training Needs Analysis Form

COMPETENCY GAP & TRAINING NEEDS ANALYSIS

Name : Norhayati binti Abdul Wahab Staff No.: HR04429

Department / : HRD / Payroll Section Position : Payroll Assistant

Section

Important Instructions:

1. Please complete the form by writing in ball point or by typing

2. HOD/HOS must conduct an interview with the staff in order to fill in the respective section

3. All completed and duly signed competency gap & training needs analysis forms to be submitted to HR within the

stipulated deadline.

The following are guidance to completing the form:-

Section 1 - Competency Gap Analysis

(i) Competencies will consist of:-

Competencies will consist of:-

a. organizational competencies

b. generic competencies (management)

c. Individual competencies (personal development)

d. specific job competencies (technical)

(ii) HOD/HOS must conduct an interview with the employee in order to rank the level of importance of the above mentioned competencies and to fill in the required and current level of competencies based on the scale given.

(iii) HOD/HOS must identify the competencies gap for the purpose of selecting which are the most appropriate training strategies should be given

Section 2 - Competency Development Strategy Selection Matrix

There are four (4) strategies for training based on the competency gap which is:-

a. Self learning

b. Working skills (on the job training)

c. Internal training

d. External training

Section 3 – Proposal for Training Program

HOD/HOS must identify which type of training should be given to the staff based on Section 2

SECTION 1 – COMPETENCY GAP

Level of importance scale:-

Required level of competency scale:-

COMPETENCIES	LEVEL OF IMPORTANCE	REQUIRED LEVEL OF COMPETENCIES (a)	CURRENT LEVEL OF COMPETENCIES FORM THE SCALE OF (0-5) (b)	GAP (a – b)
A. Organizational Competencies 1.Understanding company's Mission and Vision 2. Understanding the business concept and process
B. Generic Competency (Management) 1. Filing and Record Keeping 2. Report Writing 3. Communication Skills 4. Problem solving skills 5. Presentation skills 6. Leadership skills 7. Planning and organizing skills
C. Individual Competencies (Personal Development) 1. Time management 2. Personal development skills 3. Positive work behavior 4. Integrity & discipline
D. Specific Job Competencies (Technical) a. Payroll system b. Financial competencies for HR practitioners c. Clerical & administrative skills d. Effective Business Writing Skills e. Employment Act f. Industrial Relation Act

SECTION 2 – COMPETENCY DEVELOPMENT STRATEGY SELECTION MATRIX

CG LOI	0	1	2	3	4	5
1	No action required	Self learning
2	No action required	Self learning	Self learning + Working skills (OJT) + Internal Training
3	No action required	Self learning + Working skills (OJT) + Internal Training	Self learning + Working skills + External Training	Self learning + Working skills + External Training
4	No action required	Self learning + Working skills (OJT) + Internal Training	Self learning + Working skills + External Training	Self learning + Working skills + External Training	Self learning + Working skills + External Training
5	No action required	Self learning + Working skills (OJT) + Internal Training	Self learning + Working skills + External Training	Self learning + Working skills + External Training	Self learning + Working skills + External Training	Self learning + Working skills + External Training

Prepared By:	Approved By:	Validate By:

Name: ………………………………………… Position: ……………………………………. Date: ………………………………………….	Name: ………………………………………… Position: ……………………………………. Date: ………………………………………….	Name: ………………………………………… Position: ……………………………………. Date: ………………………………………….

SECTION 3 – PROPOSAL FOR TRAINING PROGRAM

Training Program	Objective/Competencies to be Covered	Approach (Internal/External)	Duration Days/Hours	Total Cost (RM)
1. Payroll System (ORISOFT- Paywin & HRwin) 2. Understanding of wages / payroll administration & practices 3. Administrative, clerical & Documents Control skills training 4. Effective business writing skills 5. The employment Act 1955 6. Dynamics of Effective Peoply 7. Effective time management 8. Communication and Interpersonal skills	-To support and process of the monthly payroll for over 300 staff. -To maintain accurate pay records and reports -To respond to all payrolls issues/questions from employees. -Understand payroll administration & control -Understand the court on past cases & avoiding pitfalls. -Learn the application within various Laws & Acts. -Learn practical applications on the payment/computation of rates. -Effective administration & clerical job in terms of skills & personal qualities, administrative and clerical staff. -Effective document & record control -To communicate effectively with supervisor , colleagues and clients Make them learn how to organize and plan their work flow. -Identify the purpose of writing -Understand the importance of good writing habits -Analyze the audience & suiting it to their reading needs -Be aware of individual strengths and weakness in writing -Understanding the legal meaning of all the important terms used in these Acts -Understand the meaning of express and implied terms in a contract of service -Understand the meaning of wages, overtime, etc -Know how to avoid breaching the laws governing employment -Better understand self and other. -Understand their initial perceptions on-life, work, business, interactions etc -see how perceptions affect their identity behavior and success -Shift their paradigm towards success -Understand the importance of time management -Assess their time usage and differentiate between urgent and important work -Identify time wasters and plan how to overcome them -Delegate effectively without affecting customer satisfaction -Improve their ability in communicating with others -Improve relationships with better communications -Be more assertive in their interpersonal relationships -Handle conflict creatively	External External External Internal External Internal Internal Internal	2 – 3 days 2 days 2 days 2 days 2 days 1 day 1 day 1 ½ days	1000-1500 per day. 990 800 - 800 - - -

6.4. TRAINING NEEDS ANALYSIS – HIGH / LOW MATRIX

High Importance High NEED FOR TRAINING Payroll System Financial competencies for HR practitioners Effective Business Writing Skills	High Importance Low NEED FOR TRAINING Business concept & Process Employment Act Industrial Relations Personal development skills
Leadership Skills Planning & Organizational Skills Report Writing Low Importance High NEED FOR TRAINING	Company Mission & Vision Clerical & Administration Skills Filing & Record Keeping Problem solving skills Low Importance Low NEED FOR TRAINING

6.5. TRAINING NEEDS ANALYSIS (Individual Level)

Name	Norhayati binti Abdul Wahab
Department / Section	HR / Payroll

The list of training courses is a guideline for HOD/HOS to recommend training program.

Management Training
Conflict Management		Basic Management Training	X
Time & Stress Management	X	Advance Management Training
Creative Thinking & Problem Solving		Effective Performance Appraisals	X
Thinking Outside The Box		Essential Managerial Skills
Effective Supervisory Skills	X	Leadership & Human Relations Skills
Strategic Leadership		Human Resource Management for Managers
Managing & Supervising People		Business Skills for Managers
Project Management		Effective Middle Management	X
Advance Project Management		Emotional Intelligence
Managerial Development Programme		Business Skills for Managers
Executive Development Programme		Leading & Managing Change
Management By Objective	X	Managing The HR Department Efficiently	X

Technical Training
Payroll System	X	HRIS	X
MS Office Application	X	Effective Telephone Skills in Customer Service
Conversational English		Developing Managerial Skills
Occupational Safety & Health Act 1994		Industrial Relation Act	X
Clerical & Administrative Skills	X	Employment Act	X
Financial Competencies for HR Practitioners	X	Company Tax
5S For House Keeping		Financial Accounting & Cash Flow Mgmt
Effective Business Writing Skills	X	Problem Solving
Clerical Development Programme		Negotiations Skills

Motivation / Personal Development Training
Sikap Kerja Positif		Kerja Berpasukan & Budaya Kerja Cemerlang	X
Teambuilding & Leadership		Time & Stress Management	X
Public Speaking	X	Creative Thinking & Problem Solving
Business English	X	Team Building & Leadership
Effective Time Management		Improving Employee Performance	X
Managing & Supervisory People		Coaching & Counseling Skills

6.6. Flowchart: Assessing Training options for a workplace competency

6.7. SAMPLE

HR TRAINING REGISTER

Department / Section : Norhayati binti Abdul Wahab

Supervisor / Manager: En. Mohd Fazil bin Ghani

Date	Description of Training Provided	Name of person trained	Trainee Signature	Assessment as competent By:	Assessor Signature
15.01.10	Payroll System – ORISOFT (Paywin & HRwin)

6.8. SAMPLE

TRAINING NEEDS IDENTIFICATION SUMMARY

Dept : X Department

Sec : X Section

No of staff : 12

No of respondent : 7

No.	Item	Rating (%)
		Compulsory	Important	Not Important
	Organizational
1	Company's Mission and Vision	30	70
2	Company's concept and process	40	50	10

	Management
1	Filling and Record Keeping
2	Report Writing
3	Communication skills
4	Problem Solving skills
5	Presentation Skills
6	Leadership skills
7	Planning and organizing skills

	Individual
1	Time management
2	Personal development skills
3	Positive work behavior
4	Integrity & discipline

	Technical Awareness
1
2
3
4
5

	Recommendation

7.0. Conclusion

In conclusion, if employees are to remain productive, career development and training programs need to be available that can support an employee's task and emotional needs at each stage. Training needs analysis is the initial step in a cyclical process which contributes to the overall training and education strategy of staff in an organization or a professional group. The cycle commences with a systematic consultation to identify the learning needs of the population considered followed by course planning delivery and evaluation.

. JoNaS RooM .......

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