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Training, Communication & Knowledge

What is a Training needs assessment?

Updated 30 Jan 2026 5 min read

A training needs assessment (TNA) is a systematic process to identify gaps between current employee capabilities and desired performance levels. It determines what training is required, who needs it, and how it should be delivered to achieve business objectives.

Understanding training needs assessment

Training needs assessment is the foundation of effective workforce development. It answers three key questions: Where are the gaps? Who needs training? What training will close the gaps? Without this analysis, training is guesswork.

What TNA identifies

  • Current skill levels
  • Performance gaps
  • Required capabilities
  • Training priorities

TNA outcomes

  • Targeted training plans
  • Budget justification
  • Performance baselines
  • Success metrics

TNA process

A typical training needs assessment follows these steps:

TNA steps

1. Define objectives: What business outcomes should training support?
2. Analyse current state: What skills and knowledge exist now?
3. Define desired state: What capabilities are needed?
4. Identify gaps: Where are the differences between current and desired?
5. Prioritise needs: Which gaps are most critical to address?
6. Recommend solutions: What training will close the gaps?

Assessment methods

  • Surveys and questionnaires: Gather input from employees and managers on perceived gaps
  • Interviews: Deeper exploration of needs with key stakeholders
  • Performance data: Analyse metrics, KPIs, and performance reviews
  • Observation: Watch employees perform tasks to identify skill gaps
  • Skills testing: Assess current competency levels objectively
  • Job analysis: Compare role requirements against current capabilities
  • Focus groups: Group discussions on challenges and development needs

Training isn't always the answer

TNA may reveal that performance gaps aren't training issues. Problems might stem from poor processes, inadequate tools, unclear expectations, or motivation issues. Don't assume training solves everything - address root causes.

Best practices

Data gathering

  • Use multiple data sources
  • Include employee perspectives
  • Review objective performance data
  • Consider future needs, not just current

Analysis and action

  • Link to business objectives
  • Prioritise ruthlessly
  • Document findings clearly
  • Follow through with action

Common mistakes

Skipping assessment entirely

Jumping straight to training solutions without understanding actual needs wastes resources and misses real gaps. Assessment takes time but ensures training investment is effective.

Only asking managers

Managers see some gaps but may miss others. Employees often know their own challenges best. Use multiple perspectives - managers, employees, customers, and objective data.

Assessment without action

Conducting assessment but not following through damages credibility. If you ask people about their development needs, you must act on the findings or explain why you can't.

Key takeaways

Training needs assessment identifies skill gaps between current capabilities and desired performance. It ensures training investment is targeted and effective. Use multiple data sources, link to business objectives, and follow through with action on findings.

RosterElf's staff management helps Australian businesses track employee skills and coordinate training schedules based on identified development needs.

Frequently asked questions

Georgia Morgan

Written by

Georgia Morgan

Georgia Morgan is a former management executive with extensive experience in organisational strategy and workforce management. She joined RosterElf to support strategic planning and operational development, bringing a pragmatic, people-focused perspective shaped by years of leadership in complex environments.

General information only – not legal advice

This glossary article about training needs assessment provides general information about Australian employment law and workplace practices. It does not constitute legal, HR, or professional advice and should not be relied on as a substitute for advice specific to your business, workforce, or circumstances.

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