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How do you revise a training needs assessment?

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A training needs assessment (TNA) is a systematic process of identifying and analyzing the gaps between the current and desired performance of employees and the organization. It helps to design and deliver effective and relevant training programs that can improve skills, knowledge, and attitudes. However, a TNA is not a one-time activity. It needs to be revised periodically to reflect the changes in the business environment, the organizational goals, and the employee expectations. How do you revise a training needs assessment? Here are some steps to follow:

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1 Review the previous TNA

The first step is to review the previous TNA and evaluate its results and outcomes. Did the training programs meet the objectives and expectations of the stakeholders? Did they address the performance gaps and improve the employee competencies? Did they align with the organizational strategy and culture? What were the feedback and suggestions from the participants, trainers, and managers? What were the challenges and limitations of the TNA process and the training delivery? By answering these questions, you can identify the strengths and weaknesses of the previous TNA and learn from the best practices and mistakes.

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Nabamita Chakraborty

On a Mission to Not Give Up!
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In an AGILE ecosystem, there are chances that a TNA is revised even before we get to the training delivery stage and receive feedback from the participants. For instance, while designing the training curriculum for a technology adaptation program, some topics were not scoped in which later the client found to be important and asked to be added. I, being a training consultant have to be the one revise the TNA by asking the right questions for this topic to be included in the curriculum.

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2 Update the TNA framework

The next step is to update the TNA framework and define the scope, purpose, and criteria of the revision. A TNA framework is a tool that guides the TNA process and helps to organize and prioritize the data collection and analysis. It may include elements such as the organizational analysis, the task analysis, the person analysis, the training objectives, the training methods, the evaluation methods, and the budget and timeline. You need to update the TNA framework to reflect the current and future needs and goals of the organization and the employees. You may also need to modify or add some elements depending on the specific context and situation.

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3 Collect and analyze new data

The third step is to collect and analyze new data that can inform the revision of the TNA. You can use various sources and methods of data collection, such as surveys, interviews, focus groups, observations, tests, performance reviews, documents, and reports. You need to collect data from different perspectives and levels, such as the organizational, the departmental, the team, and the individual. You also need to analyze the data using qualitative and quantitative techniques, such as content analysis, gap analysis, SWOT analysis, cost-benefit analysis, and return on investment analysis. You need to interpret the data and identify the key findings and implications for the TNA revision.

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Sarah Larson

Global Learning Architect | Transforming Employee Growth and Organizational Impact
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One thing that may be helpful is to think about your stakeholders and their level of involvement with each evaluation level. How are you gathering their feedback and for which portions of the evaluation? How often does a pivot warrant an evaluation-wide change versus an aspect change? ?? Be sure to include these factors in your evaluation plan and analysis at each level.

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4 Validate and prioritize the training needs

The fourth step is to validate and prioritize the training needs based on the data analysis. You need to verify the accuracy and reliability of the data and ensure that they reflect the reality and expectations of the stakeholders. You also need to prioritize the training needs according to their urgency, importance, feasibility, and impact. You can use criteria such as the alignment with the organizational goals, the relevance to the job roles, the potential for improvement, the availability of resources, and the feedback from the stakeholders. You need to rank the training needs and select the most critical and beneficial ones for the revision.

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5 Design and deliver the revised training programs

The fifth step is to design and deliver the revised training programs based on the validated and prioritized training needs. You need to define the learning objectives, outcomes, and indicators for each training program. You also need to select the most appropriate and effective training methods, materials, and activities for each training program. You can use a variety of training methods, such as classroom, online, blended, experiential, simulation, coaching, mentoring, and self-directed. You need to consider the learning styles, preferences, and needs of the participants and the trainers. You also need to plan and schedule the training delivery and logistics.

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6 Evaluate and monitor the revised training programs

The sixth step is to evaluate and monitor the revised training programs and measure their effectiveness and impact. You need to use various methods and tools of evaluation, such as feedback forms, quizzes, tests, observations, interviews, focus groups, surveys, performance reviews, and metrics. You need to evaluate the training programs at different levels, such as the reaction, the learning, the behavior, and the results. You also need to monitor the implementation and follow-up of the training programs and identify any issues or gaps that need to be addressed or improved. You need to report and communicate the evaluation and monitoring results and recommendations to the stakeholders.

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Rachel Weiss

Global Talent Management | Training and Development | Business runs on people - train (and treat) them well!
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Partnering with the business to be clear on the learning objectives is helpful. The objectives may change over time, or the success metrics may change over time. But if you have a strong partnership with business leaders who are invested in good learning experiences, you can create regular touch-points to ensure content is up-to-date and hitting the mark. The reality and tasks of the job may change so the training needs to as well. Training should be as close to the "real" environment of the work as possible.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Sandeep Godkhindi

A Seasoned Learning & Development Practioner | Experience Designer | Service Designer | Adoption Specialist | Innovation Facilitator
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Align training needs with business objectives and let the business lead learning (not develop learning) and your training needs will automatically revise.

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Dale Anton

On Mission in Retirement
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I realize, upon approval, this will become a revised training plan. Did I miss the step that documents the revision? Or is it just assumed the revision was necessary and reason for, analysis of, and approvals have been documented elsewere?

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How do you revise a training needs assessment?

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1 Review the previous TNA

2 Update the TNA framework

3 Collect and analyze new data

4 Validate and prioritize the training needs

5 Design and deliver the revised training programs

6 Evaluate and monitor the revised training programs

7 Here’s what else to consider

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