Dump the TNA
Every function, every department has their own jargon and acronyms. And they love them. I personally believe it helps each department confuse the other!
One term you will hear when you talk to the Training-L&D/HR fraternity is TNA, short for Training Needs Analysis.
This is a ritual followed every year by HR departments with great gusto, because it leads to the TB, short for Training Budget.
And the assumption is that TB leads to greater EE, short for Employee Engagement.
Like a lot of other processes, I think this one too is now outdated.
A TNA is administered post-facto, it is a retrospective look at the gaps which exist. This data is collated from the Performance Discussions (PD in short) that managers hold with their teams at the end of the appraisal cycle.
I propose instead, a far more proactive and business aligned manner of managing the same function. But I won’t call it training. I’ll call it Capability Development or CD for short. And I would suggest we all run a CNA, Capability Needs Analysis for short.
What does this mean?
Look at your organization’s strategy (typically a 3 year period), deep dive to understand the Technical and Managerial Capabilities that will drive this strategy. Deep dive to understand the organization culture and leadership style that will facilitate the strategy, and on that basis, draw up the capabilities which the following levels will require:
- General Managers
- Vice Presidents
- Heads of Business
This defines the key focus areas of development for the organization as a whole. This defines the curriculum each level needs to go through. Instead of being retrospective, this is a more proactive, future-focussed and business-aligned approach to building OC, which is short for Organizational Capability.
Comments? Thoughts? Suggestions? Examples/Experiences?