How to do a training needs analysis (TNA) step by step
A Training Needs Analysis (TNA) compares what each employee must know and execute in their role against what they actually know, converting that gap into a prioritized training roadmap. It is performed in four steps: defining the target profile, measuring current performance, calculating individual gaps, and prioritizing by business impact.
Why most TNAs fail
The most common corporate TNA consists of sending a survey to department managers asking what courses their teams need, compiling the answers, and building the annual training budget.
The outcome is predictable: trending courses, subjects seen at a conference, or personal pet peeves regarding specific subordinates. Training is delivered on what was requested, not what is actually needed.
The core issue is that companies ask for solutions instead of measuring the problem. A manager cannot always distinguish whether low sales stem from poor product knowledge, weak objection handling, or market saturation. Training for the first when the problem is the third wastes company budget.
The four steps of an effective TNA
Step 1: Define the target profile per role
Before measuring anyone, you must define the benchmark. For every critical role, state clearly what a high-performing employee must execute.
Two essential rules:
- Use observable behaviors, not adjectives: "Proactive" cannot be measured. "Identifies an upsell opportunity in at least 1 out of 3 client visits" can.
- Keep it short: 5 to 8 competencies per role. If you list twenty, nobody will use it.
Step 2: Measure current execution levels
This determines whether your TNA is an objective diagnostic or a opinion survey.
| Measurement Source | Reliability | Cost / Complexity |
|---|---|---|
| Employee Self-Assessment | Low — systematic bias | Very Low |
| Direct Manager Opinion | Medium — evaluator variance | Low |
| Operational KPIs | High — but lacks root cause | Already exists |
| Knowledge Exam | High for theory, low for practice | Low |
| Practical Simulation / Roleplay | High for actual skill | Medium |
| On-field Observation | Very High | High, doesn't scale |
For a mid-sized company, cross-referencing three sources is ideal: operational KPIs, a knowledge test, and a practical simulation (for more details, see our guide on how to assess employee skills).
Step 3: Calculate individual gaps
Calculate the delta between target level and measured level per person and per competency — never just per department. Department averages disguise critical weaknesses.
Step 4: Prioritize by business impact
Prioritize gaps using three criteria:
- Business Impact: What breaks if this gap remains open?
- Affected Volume: Gaps impacting 20 employees outweigh gaps affecting 2.
- Ease of Closure: Knowledge gaps close quickly; skill gaps require practice; attitude issues are rarely fixed by training.
Frequently Asked Questions
What format should a TNA take?
A simple spreadsheet is sufficient for a mid-sized business. Key fields: role, competency, target level, measured level, gap, priority, and recommended modality.
How long does a TNA take?
In companies with 100–300 employees, expect 3 to 6 weeks. Most of the time goes into data collection and practical assessment.
Continuous voice-based TNA, person by person
Hypsen conducts voice diagnostics for every employee and creates tailored learning paths from real detected gaps, grounded in your operational manuals.