Posted: September 19th, 2022

Conducting a Training Needs Analysis A

Write 3 pages focused on gap analysis and your simulation experience for conducting a training needs analysis that is the basis for an effective training and development program design.

Introduction

For this assessment, you will use the

CapraTek: Training Needs Assessment

simulation. Using this simulation, featuring a fictitious technology organization, will require you to make some decisions about which employees to gather data from, and about what data to utilize and interpret in your assessment. The goal of developing this data is to drive employee performance in the direction of the organizational strategy.

Note: The assessments in this course build upon each other to form a training and development program, so you are strongly encouraged to complete them in sequence.

The first and most critical step of designing a training and development program is to conduct a training needs analysis (or assessment) to identify actual training needs. This is often referred to as a gap analysis because the gap is the difference between what the employees currently know and what they need to know.

In developing a training and development program, you often interview subject matter experts (SMEs) to gather data on training needs. This assessment asks you to imagine yourself in the role of a training consultant who will be developing a training program, and the simulation’s design demonstrates how to create strong questions for SMEs and how to use the interviews to obtain key documentation and data about training needs.

In this assessment, you will practice performing a training needs analysis (TNA) by selecting whom to interview and deciding what data to gather in order to identify gaps in trainee knowledge. You will summarize your findings using a TNA format. Include what trainees should know (or be able to do), and then using your findings, identify what they currently know (or can do). The gap will determine the learning objectives on a specific topic that the trainees should meet during the program you design and develop in this course. Using Bloom’s Taxonomy, a model that classifies levels of learning, can help you successfully prepare learning objectives for trainees at the proper level of human cognition: knowledge, comprehension, application, analysis, synthesis, or evaluation.

Preparation

Complete the CapraTek: Training Needs Assessment simulation activity. This simulation will help you understand how to create strong questions, select appropriate subject matter experts, and gain the understanding of how and where to locate key information related to an organization’s (CapraTek’s) training needs.

  • Familiarize yourself with the scenario and the information on the home panel of the media piece before you proceed to the activity.
  • This TNA simulation uses navigation that requires you to complete certain steps before moving on to the next step.
  • You will have the opportunity to go through the activity multiple times to see how different decisions affect the outcome.
  • Be sure to download your results after completing this simulation; you will use them in this assessment.

Requirements

For this assessment, complete the following:

  • Describe what a training needs analysis is.
  • Analyze methods for performing a training needs analysis (gap analysis) to determine what trainees know or can do prior to training.
  • Justify the SMEs selected to interview and the questions asked for the training needs analysis.

Additional Requirements

  • Written communication: Written communication is in a professional style with correct grammar, usage, and mechanics.
  • APA formatting: Resources and citations are formatted according to current APA style.
  • Headings: Incorporate level headings according to current APA style.
  • Length: A typical response will be 3 typed, double-spaced pages.
  • Font and font size: Times New Roman, 12 point.
  • References: As needed.

SESSION 1

Michael Delarosa, Department Manager

What suggestions do you have for improvement in regards to training new supervisors?

Make sure there are opportunities for hands on problem solving. Too much of our training is theory

and supervisors need to be focused on the real-world problems that come up.

What challenges do supervisors in our plants encounter that training would help them resolve?

I’d say that a lot of the challenges we see relate to the diversity on the line. There are a lot of different

types of people working at CapraTek and they don’t always play well together.

What are the most important abilities for supervisors in our plants?

Well… the first thing that comes to mind is the ability to find information. Whether it’s technical

information or answers for the people who report to you. Another key ability though is the ability to

acquire technical expertise. No one comes in knowing it all, but the ability to gain necessary

knowledge is very important.

What knowledge does a new supervisor need?

A solid understanding of the job itself. Supervisors provide a lot of training to new employees, so they

need to know our systems and processes inside and out.

Should training be conducted face to face, online, or a combination of both?

I’d say a combination. There are some topics that don’t really need a classroom experience, but

others where the face-to-face interaction provides as much as the actual training materials. If it had to

be one or the other, I’d definitely say face to face.

Leland Butler, Shift Supervisor

What suggestions do you have for improvement in regards to training new supervisors?

Don’t think you can cover this stuff once and be done with it. I went through supervisor training when I

was promoted, but I’ve gotta admit, I don’t remember much of it. That kind of stuff doesn’t always

stick unless you’re doing it. Having an opportunity to be in the job and then get training on what you’re

actually dealing with is better than sitting in a training room listening to someone talk about theories

and policies.

What challenges do supervisors in our plants encounter that training would help them resolve?

Well… like I said, being able to apply the leadership and supervisory ideas in realistic situations. I’m a

hands-on kind of person and it’s always better if I can do something, so maybe like getting training on

performance reviews or some of the paperwork we’re all dealing with. That would be helpful.

What are the most important abilities for supervisors in our plants?

Communication and flexibility. Hands down. You need to be able to shift gears decisively and

communicate with your team.

What knowledge does a new supervisor need?

He or she needs to know what the role of their team is to the division. How it all fits together. A good

supervisor needs to be able to communicate to the people who report to him what’s going on and why

things are the way they are. So, he’s got to be in the loop so he can keep his people in the loop.

Should training be conducted face to face, online, or a combination of both?

A lot could be self-paced online, but I think the leadership training would probably be better face to

face. So you can talk to other people about the issues. See how other people might respond

differently than you did.

Lorraine Hughes, Shift Supervisor

What suggestions do you have for improvement in regards to training new supervisors?

Hmmm. That’s a tough one. I’m not sure.

What challenges do supervisors in our plants encounter that training would help them resolve?

Creating strong teams. A lot of supervisors… well, a lot who haven’t done well… try to rule their teams

instead of leading them. They are too hierarchical and they end up with teams that don’t have any

initiative.

What are the most important abilities for supervisors in our plants?

I’d say the ability to communicate and work with a broad range of employees. When I started, I was

the only female supervisor and I knew I had to neutralize the resistance some of my guys had toward

working for a woman. Being able to keep focused on the goals and keep your team focused on the

goal is the key skill here.

What knowledge does a new supervisor need?

They need both the technical skills and the people skills. It’s a balance. You need to have both and

you need to be able to be a collaborative problem solver.

Should training be conducted face to face, online, or a combination of both?

Oh without a doubt, face to face! How can we train team building if we aren’t in the same room?

Daniel Fox, Shift Supervisor

What suggestions do you have for improvement in regards to training new supervisors?

Less mandatory training on the latest trends in management and more focus on training that helps

solve the problems supervisors are actually facing. Like how to do more with less, or how to be fair to

everyone in these days of diversity and protected classes and all.

What challenges do supervisors in our plants encounter that training would help them resolve?

We’re all being asked to do more with less. I don’t know if training can help with that, but if it could,

that would be a good place to start.

What are the most important abilities for supervisors in our plants?

The ability to be fair. A lot of times, it seems that the squeaky wheel gets grease… well, if you ask me,

that’s bull feathers. The people who just suck it up and go the extra mile… they shouldn’t get

overlooked because someone else is pitching a fit.

What knowledge does a new supervisor need?

What the bottom line is… what does the policy say, how’s it going to be applied, what are the

expectations from the brass. You obviously need to know the job, but I’m assuming that was covered

in hiring or promoting.

Should training be conducted face to face, online, or a combination of both?

The more online; the better. That way, a person can do it at his or her own pace on his or her own

schedule. The thing that drives me nuts about training is when my people have a problem and I can’t

deal with it because I’m in some training class.

Sandra Tucker, Shift Supervisor

What suggestions do you have for improvement in regards to training new supervisors?

Maybe have some follow-up? I feel like we get training when we’re hired, or when we move into a

new job, but if there was some way it could be ongoing without taking up too much time.

What challenges do supervisors in our plants encounter that training would help them resolve?

That’s a great question! Let’s see… conflict management probably. There’s a lot of diversity in all of

our teams: gender, racial, orientation… and knowing how to keep the people we supervise working as

a well oiled machine is really important and really difficult.

What are the most important abilities for supervisors in our plants?

To get things done. We’re getting the word from above, the plant manager, the executive leaders, and

it’s up to the supervisors to translate that to the line workers and make it happen.

What knowledge does a new supervisor need?

Obviously, a good supervisor needs to know what the jobs are for every member of the team. I’d go

so far as to say a great supervisor should be able to step in for any one of the people who report to

him or her. But there’s more to it than just the actual job… you need to know how to get things done.

A good supervisor needs to be able to anticipate problems and solve them before they happen.

Should training be conducted face to face, online, or a combination of both?

It’s going to depend on what the material is. Some stuff is great online, some stuff, I like having the

experience of being able to work with other supervisors and collaborate. I always feel like there’s a

bond between people I go to training with… like I know what this person is like because we went

through something together.

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