Tna Trainning Needs Analysis

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INTRODUCTION

The following case study we will see how to develop teams and individuals; how to change the culture within the organization; how to monitor and evaluate workplace learning. A Training Needs Analysis (TNA) is used to assess an organization’s training needs. The root of the TNA is the gap analysis. This is an assessment of the gap between the knowledge, skills and attitudes that the people in the organization currently possess and the knowledge, skills and attitudes that they require to meet the organization’s objectives. The training needs assessment is best conducted up front, before training solutions are budgeted, designed and delivered. The output of the needs analysis will be a document that specifies why, what, who, when, where and how. More specifically, the document will need to answer these questions: * why do Max’s group need the training?

* who needs the training?
* when will LPG need the new skills?
* where may the training be conducted?
* how may the new skills be imparted?
There are so many ways for conducting a Training Needs Analysis, depending on the situation. One size does not fit all. Is the purpose of the needs assessment to identify training and development needs of Therefore, to form an effective team, the members must have some characteristics: * clear goals

* balanced team roles (or a manager who is able to compensate for imbalance) * open and clear communication
* a positive attitude
* constructive management of conflict
* critical analysis of ideas, not of individuals
* set and monitored timelines and benchmarks
* achieved goals
* delivered outcomes.
The effect of changing the organizational’s culture will be: * The team will work hard on their project
* They will know what is required of them for the trial.
* They will consider work activities their top priority in the workplace. * They will expect the best from their colleagues.
* They will be able to set benchmarks and timelines, so progress can be monitored.

SUMMARY

In the Oodnagalabee Mail Centre case study will be analyzed on how a supervisor approached the task of converting a loose group of workers to a semi-autonomous work team. The management of the Mail Centre is concerned to improve the efficiency of the Mail Centre and has sought advice on how to do it from the new personnel officer, who proposed that the organization’s hierarchal structure be replaced with a series of Semi Autonomous Work Teams, which was a radical decision. LPG (letter preparation line) GROUP was the first group to be tested; they are responsible for preparing letters to be forward to the letter sorting group, LSG, which operates the Optical Character Reading Machine. That machine sorts letters into their respective post codes. Delays in preparing letters for the LPGroup’s OCR trough absenteeism and negative work practices have been reducing the efficiency of the centre. Nevertheless, development teams and individuals will be determined using the TNA techniques, the workplace learning will be monitored and evaluated.

REPORT

The Mail Centre of about 112 employees, it was established in 1963 and has had a moderately stable existence, and the current management is fairly conservative, which means that is reluctant to accept changes, in favor of preserving the status quo and traditional values and customs, and against abrupt changes. For the last 6 years the efficiency has been declining, it was very concerning. A new personnel manager was introduced in the company, Ken Minton. He recommended that one method to increase productivity might be to establish a number of semi-autonomous work teams among the plant operators and combine these with a total quality management approach. After some discussions, Ken and the management decided to do a trial with a few teams. One of them was LPL (letter preparation line), consists of Max, the...
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