By its very nature a TNA is seeking to map where an employee or group of employees are today against where they either should be or where we want them to be with regard to their Skills, Knowledge and Attitudes (SKA).
At blueU our consultants know that TNAs come in many forms and whilst it isn’t our wish to provide a detailed list of TNAs here, it is perhaps useful to outline major themes they will initially be talking to you about.
Comprehensive Analysis (CA)
Sometimes called a 100% analysis, it is, as its name suggests, a complete (comprehensive) analysis of roles, responsibilities, job families, and competencies of everyone within an organisation. CA can be a time consuming and expensive proposition therefore when it is used it tends to be at a functional rather than organisational level.
Key Task Analysis (KTA)
This approach looks only at the critical tasks within a role, i.e. those tasks in which performance of a certain kind or at a certain level is critical to the overall success of the role.
This type of analysis is useful where tasks are varied and involve a mix of process and more complex skills such as observation and reflection, analysis, creativity, decision making, problem solving etc.
Problem Centred Analysis (PCA)
This approach focuses on defining problems that require a training solution. The analysis identifies the nature and causes of the problem and the skills, knowledge and attitudes needed to cope successfully with it. The analysis process actively involves job holders in considering what kind of training they would find most effective.
Competency Based (CB)
This approach involves identifying what is needed to produce effective performance in a role, job or function. Like the PCA, it is both job and person related and tends to be used in organisations where there is a need to develop clearly defined standards, or map training to national vocational standards.
Diagonal Slice (DS)
A diagonal slice analysis is more of a practical response to the difficulties of interviewing, assessing and reporting on lots of people within large organisations. What DS does is accept that by taking a representative cross section (a diagonal slice through the organisation), you will pick-up a number of people within any given role and that these people will represent the skills, knowledge and attitudes of a number of their peers. To be effective the DS requires input from managers/line managers to ensure the analysis group really does represent a valid cross section of their team/part of the organisation.
DS is used in conjunction with any of the TNA formats identified earlier.
Go back
