Training Need Assessment (TNA): Concept, Methods, and Impact Assessment

Training Need refers to the gap between the actual performance and the desired performance of an employee. It indicates where training is required in order to improve efficiency, productivity, and effectiveness. Training needs arise whenever there is a mismatch between what a worker knows and can do and what he or she must know and do to perform effectively.

There are three major views of training need:

i) Discrepancy view – A need is perceived when there is a difference between desired performance and actual (observed or predicted) performance.

ii) Democratic view – A need is what a majority of a reference group feels should be changed or improved.

iii) Diagnostic view – A need is identified when the absence or deficiency of something proves harmful for performance.

In addition, training needs can be categorized as:

• Micro-level needs (specific to minute elements of curriculum/content),
• Macro-level needs (covering broad areas in line with training objectives),
• Low needs (career growth needs), and
• High needs (career critical needs).

1. Concept of Training Need Assessment (TNA)

• Training Need Assessment is a systematic process of identifying the gap between the actual performance and the desired performance of employees, farmers, or extension personnel.
• It ensures that training programmes are relevant, demand-driven, and problem-oriented rather than supply-driven.
• TNA helps in:
  • Establishing priorities,
  • Designing appropriate training programmes,
  • Allocating resources effectively, and
  • Achieving organizational as well as individual growth.

Definition: TNA is the process of determining the training that will fill the gap between what employees know and what they should know, or between what they can do and what they should be able to do.

2. Methods of Training Need Assessment

TNA methods are broadly classified into Rational and Empirical approaches:

i) Rational Methods (logical, subjective – not necessarily data-based)

• Observation of work performance
• Informal talks with employees/farmers
• Comparison between employees or standard norms
• Complaints and feedback analysis
• Report and record analysis
• Opinion polls and group discussions
• Buzz sessions

ii) Empirical Methods (objective, data-based and systematic)

• Job Analysis – breaking down a job into tasks, duties, and responsibilities to identify required skills.
• Performance Evaluation – comparing actual vs. expected performance.
• Checklist/Questionnaire Method – structured tools to collect information from trainees/supervisors.
• Critical Incident Technique – identifying specific events where good/poor performance occurred and analyzing skill gaps.
• Card Sort Method – trainees rank or sort skill items to indicate priorities.
• SWOT Analysis – assessing Strengths, Weaknesses, Opportunities, and Threats for capacity development.

3. Impact Assessment of Training Need Assessment

The effectiveness of TNA can be measured by evaluating the impact of the training programme that follows. Impact assessment is conducted at three levels:

• Individual Level
  • Improvement in knowledge, skill, and attitude.
  • Change in work behavior and motivation.
  • Career development and job satisfaction.
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• Organizational Level
  • Higher productivity and efficiency.
  • Better quality of services delivered.
  • Reduced errors, wastage, and costs.
  • Increased adoption of innovations and technologies.
•  
• Societal / Extension System Level
  • Improved farmer skills, technology adoption, and income.
  • Empowerment of rural communities.
  • Contribution to agricultural development and sustainability.

Impact Assessment Tools:

• Pre- and post-training tests.
• Field-level performance monitoring.
• Feedback and reaction sheets.
• Case studies and success stories.
• Long-term follow-up studies.