Training needs analysis (TNA) in practice

Training needs analysis (TNA) can be done in a number of ways. We have interviewed several disability services in New Zealand about how they conduct their TNA.

If you would like to share your TNA process with the sector, please email kathryn.owler@tepou.co.nz

A Supported Life

A Supported Life offers adolescents and adults with intellectual challenge a wide range of support opportunities and residential options in their West Auckland community.

A Supported Life have taken time and effort to set up policies and procedures with regard to staff training and now feel they provide a robust infrastructure that supports workforce development within the organisation.

The TNA process

For A Supported Life, the TNA process includes:

1. identifying training required by  Ministry of Health audits
2. an annual staff survey
3. annual staff performance appraisal
4. Onsite observation
5. Quarterly quality audits (of residential houses)
6. Self-assessment – monthly house meetings take place between the employee and the person they are supporting.
7. Analysis of issues that arise out of incidents or through discussion in the weekly staff meeting.

An annual training calendar is developed early each year.

Richmond

Richmond is a non-government organisation that provides a wide range of community-based services including mental health and disability support services nationwide.

The TNA process

The TNA process at Richmond is varied. Three examples of TNA that have led to training are discussed below.

1. Core training
   Richmond have recently developed and rolled out a new eight module Intentional Practice training program for front-line staff. A needs analysis was done prior to developing the intentional training modules. The goal of training staff was to help clients achieve what they want to achieve.
2. Management training
   Different kinds of TNA were done to support management training at all levels of the organisation. For example, an external consultancy was contracted to conduct a TNA for Operations Managers that included observing managers in situation role-plays, psychometric testing and interviews.
3. Individual planning
   During performance planning and review individuals are asked, What skills would you like to develop? Staff may choose to do secondary qualifications such as a bachelor of social work (non-minimum qualifications). In this case they might be offered paid study leave.

There is also an online events calendar that details national training and every service completes a yearly Learning and Development plan.

Spectrum Care

Spectrum Care is an independent charitable trust that provides services for children, young people and adults with disabilities and their families.

The TNA process

Individual, organisational and service user needs contribute either directly or indirectly to the TNA.

1. Individual Level – Partnership for Excellence Process (PTE)
   The PTE Process is a performance appraisal process unique to Spectrum Care that is orientated to identifying individual developmental needs and performance against organisational values. Once an individual’s training and development needs are identified, the employee and manager jointly set three goals for the employee for up to a period of one year. Spectrum Care are happy to share the PTE process with other organisations. For a copy of the recently updated PTE form, please emait Monika Divis monika.divis@spectrumcare.org.nz
2. Organisational Level
   The organisation's strategic plan is reviewed annually and feeds into the TNA process. This review is comprehensive and includes conducting a SWOT (strengths, weaknesses, opportunities and threats) and PESTLE (political, economic, social, technological, legal and environmental) analysis. Workforce development needs are identified at this level and flow from the skills identified as necessary to successfully carry out the plan.
3. Service user discovery process
   The needs and aspirations of Service users indirectly feed into the TNA process.  Each person has a Council on Quality and Leadership (CQL) Outcomes ‘discovery interview and planning meeting’. These are conducted at least once a year. Information is gathered during this meeting about the person, their environment and their needs and aspirations. This information is then used to develop that person’s service plan. In this process, further staff training and development needs may arise, with the goal of supporting that person to better fulfil their aspirations.

On a day to day level, a six monthly calendar is used to organise training that includes compulsory training for sector standards, regular trainings for skills and knowledge that require refreshing every two years, and training that has been organised as a result of alignment to findings from the analysis of PTEs.  Separate programmes are organised as required for trainings aligned to the strategic plan and organisational needs (e.g. National Certificate Level 2 and Level 3, IT literacy, CQL Outcomes).

Please note: This page has been developed to provide organisations with an opportunity to share information. Disability Workforce Development and Te Pou do not endorse any particular approach to training needs analysis.