SEE ATTACHED Respond to at least two of your classmates: Specifically:

Please cite outside source and

Blanchard, P. N., Thacker, J. W., & Cosby, D. M. (2024). Effective Training: Systems, Strategies, and Practices (7th ed.). SAGE Publications, Inc.

Symonds, C. (2024, January 18).
How to Conduct a Training Needs Analysis (with examples) – Factorial. Factorial Blog.

These are the discussions I want to respond to using the above instructions!

1.) I work for a small company with a total of 300 workers, including employees overseas. Throughout my time with the company, we have experienced changes in leadership with three different CEOs as part of an effort to restructure the organization. One issue that stands out to me is the lack of communication among managers in keeping employees informed about important developments within the company. This has led to high turnover rates and decreased production levels. In my opinion, both proactive and reactive measures are essential for any organization. However, being proactive allows for the prediction of potential performance gaps.

Proactive Training Needs Analysis (TNA) focuses on performance issues that may arise in the future (Blanchard et al., 2023). In contrast, Reactive TNA addresses existing performance problems. Proactive TNA aims to identify the Knowledge, Skills, and Abilities required to meet or exceed future performance expectations. Reactive TNA must be promptly conducted to address current issues affecting production. A well-managed organization effectively utilizes both proactive and reactive methods.

The best TNA identifies skill gaps in the workforce and focuses on enhancing existing skills to improve performance levels (Symonds, 2024). Given the current situation, I will conduct a proactive needs analysis to explore the reasons behind the high turnover rate. Is communication the sole issue, or does it relate to compensation or job satisfaction? Personally, I feel unsupported and disconnected from my team, indicating areas that require improvement.

To bridge this gap, trainers must understand the purpose of training. By evaluating and researching causes of dissatisfaction leading to employee turnover, organizations can address root issues instead of applying quick fixes through training programs (Panel®, 2021). “With proactive TNA, the focus is on planned changes to jobs and performance expectations” (p.137). Conducting a needs analysis helps pinpoint existing gaps and align organizational goals with strategies for improvement. Without this vital step, it would be challenging to address underlying problems within the company.

2.)

Proactive Needs Analysis in a Tech Company: A Hypothetical Scenario

A proactive needs analysis is recommended for the context where the tech company is growing rapidly, and a major software upgrade is anticipated within a year. Indeed, it is intended to roll out a new ERP system in which many of the existing workflows will change dramatically, with employees having to learn a great many new software functionalities and processes.

Situation Description

The tech company has decided that the new ERP system will demand higher technical skill levels and a far better understanding of the capabilities of the new software. Currently, the workforce is trained and proficient in dealing with the existing system but lacks familiarity with the new software (Blanchard et al., 2024). Knowing this, the leadership team is aware that there might be a performance gap when the new system comes online. As a result, they conduct an analysis of proactive needs assessment.

Rationale for Proactive Needs Analysis

In this case, a proactive needs analysis is most feasible because it allows the company to plan and put in necessary arrangements ahead of anticipated changes. Early execution of this analysis will then place the company in a better position to identify specific training needs, develop comprehensive programs for the same, and schedule them in a manner that aligns with the ERP system’s rollout timeline (Blanchard et al., 2024). This approach will mean that, by the time the system is fully operational, the employees will be proficient in it, thereby minimizing any disruption to productivity and the quality of the service.

Result Without Needs Analysis

Unless the needs are analyzed, there will be a very significant performance gap upon the installation of the new ERP system. The employee may not be comfortable with the new software, which contributes to lowering productivity, increasing error ratio, and possibly frustrating staff. The lack of proper training will also make the learning curve time rise, which will prove negative to business and customer satisfaction on the whole (Blanchard et al., 2024). In addition, the organization may have to bear more expenses for fixing errors and ad-hoc training for people who cannot use the new system properly.

In conclusion, proactive needs analysis will be very critical in ensuring that the workforce is ready for a change or upgrade of the ERP system by training employees to be ready for its application. As a result, it will allow for a smooth transition without disruption of operations.