Training Needs Analysis (TNA), Skills Audits and Capability Frameworks


Training Needs Analysis (TNA) – also known as a gap needs analysis – identifies skills/competency gaps by isolating the difference in and between current and future skills/competency. This is achieved by collecting both qualitative and quantitative data for analysis, undertaking a skills audit.

Business case for a TNA:

  • Significant employer or small employer?
  • Dynamic and complex economic, legislative and contractual environment
  • Challenges with shift in demographics and age profile
  • Industry and policy directions (national, state, local)
  • Strategic and business plan, new project, site, facility
  • Problems attracting, recruiting and retaining staff
  • Increase workforce productivity, quality, skills shortages, occupational health and safety, risk
  • Example of good practice and meeting the increasing level of client expectations
  • Evidence based approach for capability, tenders and proposals

Starting points for a TNA:

  • Performance problems
  • Introduction of a new system or processes
  • Automatic , irrelevant or habitual training e.g. compliance based (stay in business training)
  • Significant change/opportunity and need to define capability

Different methodologies for a TNA:

  • Person analysis – profiling individuals
  • Job analysis – profiling jobs, option: triangulation with 3 profiles per job role
  • Organisation analysis, option: sample across the organisation – job role based
  • Bottom up, problem based or profiling against a [future] skills/competency framework
  • Contact to discuss how to best undertake your TNA.

Capability Frameworks

Capability frameworks capture skills and competencies, values and behaviours, key performance indicators and targets.  The three areas form a triangle demonstrating they are interconnected and when assessing training and development needs, performance and demonstration of values and behaviours always look for an evidence based approach.

When designing the framework consider what makes up the job roles you are working with, what is common to all job roles and for leadership roles.  Work with a group of people from across your organisation, major project, industry or region to validate the draft profiles and to help communicate the output, outcomes, progress and reasons behind developing such a framework.

Please contact Wendy Perry via for a quote, thank you.


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