Create a 3-4 page plan for a Training Needs Analysis for an organization with which you are familiar.
create a plan for a Training Needs Assessment, but will not actually conduct the TNA.
To create your plan for your TNA:
Identify the Business need: Identify the business problem and desired results to justify the need for a Training Needs Assessment. Your justification should address the following:
Describe the problem that you identified and why you think it is a problem.
What is the end result that the employee, manager, or executive team is trying to accomplish?
Plan your Gap Analysis: Identify the methods you would use to collect the data for the TNA, and analyze the need for each method you identify.
Assess Gap Analysis Results: Your gap analysis would identify a list of training options and needs. Once you have this information, what factors would you consider to help you determine if training is the best option? Would cost, time, or return on investment be factors you might consider?
Recommendations: In your final recommendation to management, you would need to make your case for or against training. Assume you are making the case for a training program. What are the major topics you would address in this portion of your plan? Justify your selections.
Sample Answer
To provide a concrete and detailed plan for a Training Needs Analysis (TNA), I will choose an organization I am familiar with conceptually: a mid-sized, established Regional Bank that has recently acquired several smaller local banks.
Training Needs Analysis Plan: Integrating New Technologies for Enhanced Customer Experience at Acquired Branches of Unity Bank
1. Introduction and Business Need
1.1. Description of the Problem
Unity Bank, a regional financial institution, has recently completed the acquisition of three smaller local banks in neighboring counties. While these acquisitions represent a strategic move to expand market share and customer base, a significant operational challenge has emerged: the inconsistent adoption and proficient utilization of Unity Bank's proprietary customer relationship management (CRM) software and digital banking platforms by staff in the newly acquired branches.
Specifically, the problem manifests in several key ways:
Customer Dissatisfaction: Anecdotal evidence from post-acquisition customer surveys and direct feedback at the acquired branches indicates frustration with slower transaction times, inability of staff to fully assist with digital banking queries, and inconsistent service delivery compared to Unity Bank's legacy branches. Customers accustomed to Unity Bank's seamless digital experience are encountering friction.