Our objective of this report is to highlight the importance of Training Needs Analysis in an organization. The study is based on BKK Co. Pte Ltd, a major trading company in the Asia Pacific Region.
Although there is an existing Human Resource (HR) Department in place, there isn’t much emphasis on the employees’ Training and Development program. Recently there has been an increase in the overall rate of staff turnover, especially noticeable in the Sales & Marketing Executives from the various Operational Departments.
BKK Co. Pte Ltd has been established since 1970s and is one of the top five trading companies in the Asia Pacific (covering North and South Asia) region. The organization consists of eight major departments namely, Iron & Steel, Foodstuff, General Merchandise, Chemical (Organic & Inorganic), Machinery & Electronics, Information Technology, Finance & Accounting and Human Resource/Administration. Each individual department is headed by a Department General Manager, who in turn reports to the President of the organization. The company staff strength is around 120 employees. The organization basically diversifies its portfolio of business in terms of trading in various products.
To be a Leading Global Integrated Solutions Trading Company
Partnering Globally to Generate Progress and Prosperity
We aim to enhance and strengthen our business strategy by actively seeking new and innovative ways to create value in every business venture. • Develop Winning Proposition by Interfacing Partners Globally • Diligence in Executing Inventions as Growth Drivers
• Deliver Integrated Solutions to Propel Progress
WHAT IS TRAINING NEEDS ANALYSIS?
Training Needs Analysis (TNA) is the formal process of identifying needs as gaps between current and desired results, placing those needs in priority order based on the cost to meet each need versus the cost of ignoring it, and selecting the most important needs (problems or opportunities) for reduction or elimination. It incorporates two critical dimensions, namely priority of importance of needs and costs of fulfilling or ignoring those needs. Given that organizations are faced with increasing competing uses for their scarce resources, it is good to be able to quantify TNA by effecting a cost–benefits analysis and thereafter, ranking these needs in order of importance. This will go a long way towards enabling organizations to reap maximum benefit with minimum cost outlay. 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. (http://www.thetrainingworld.com/cgi-bin/library/jump.cgi?ID=12077)
We have conducted an interview with the Human Resource Manager, Mr. Vincent Ong (Appendix 1) and circulated questionnaires (Appendix 2) to all the Sales & Marketing Executives to access the Training & Development practice of the organization.
It is generally accepted that a training needs analysis is instigated by management when a problem becomes noticeable although a competent training department may notice the same thing (G Kroehnert (1995) p13). Survey results can be compared against previous survey results, thus allowing for “gaps” to be closed by a training intervention (D Osborne (1996) p144)
Below are our findings based on Interview Conducted with Human Resource Manager and Survey Questionnaires given to the Sales & Marketing Executives.
a) Interview with HR Manager, Vincent Ong (Appendix 1)
• The training requests were basically a bottom-up approach instead of top-down driven • The self-efficacy of the employees is low as most of the time the trainee only gets information regarding the participation only one or two days before the training programme and...
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