Analysing your in-house L&D: Training Needs Analysis
What is a Training Needs Analysis (TNA)?
A Training Needs Analysis (TNA) is a systematic process used to identify the gap between the skills and knowledge your workforce currently has and the skills and knowledge they need to perform effectively, both now and in the future. Rather than guessing which training courses to invest in, a TNA gathers real evidence through surveys, interviews, performance data, and skills audits to build an accurate picture of organisational capability. The output is a clear, prioritised view of where learning and development effort should be focused to close genuine gaps, rather than simply following training trends or reacting to the loudest requests.
Why is it So Important to Carry Out a TNA Across Your Organisation?
For many organisations, particularly those working towards or maintaining ISO certification (such as ISO 9001 or ISO 45001), a documented approach to identifying competence requirements is a formal compliance requirement. Auditors expect to see evidence that training is planned deliberately, not delivered on an ad-hoc basis. A well-structured TNA provides exactly this evidence trail.
But compliance is only part of the story.
More fundamentally, a TNA is a detailed comparison of what your organisation needs to be capable of – to meet strategic goals, serve customers, and operate safely – against what capabilities currently exist. It highlights three categories: skills that are strong and should be maintained, skills that are adequate but could be developed further, and critical gaps that pose a genuine risk to performance or growth.
Without this analysis, training budgets are often spent reactively, addressing the most visible problem rather than the most impactful one. A TNA replaces guesswork with evidence, ensuring resources are directed where they will make the greatest difference to both individual performance and organisational outcomes.
How Do You Go About Carrying Out a TNA?
1. Define organisational objectives and required capabilities
Start by clarifying where the organisation is heading e.g., new markets, new technology, regulatory change, and what skills and knowledge will be required to get there.
2. Assess current capability levels
Use a mix of methods: manager assessments, self-assessments, appraisal data, competency frameworks, and performance metrics to establish an honest baseline of existing skills.
3. Identify and prioritise the gaps
Compare required capability against current capability. Categorise gaps by urgency and impact; some may affect safety or compliance immediately; others relate to longer-term growth.
4. Determine the most appropriate interventions
Not every gap needs a formal course. Solutions might include coaching, mentoring, e-learning, job shadowing, external training, or restructuring roles. Match the method to the need and the learner.
5. Document findings and build an action plan
Record the analysis, agree priorities with stakeholders, and translate findings into a structured plan with timelines, owners, and success measures.
When is the Best Time to Carry Out a TNA?
A TNA shouldn't be a one-off exercise. It's most valuable when carried out:
- Annually, as part of the wider business and budget planning cycle, so training investment aligns with strategic priorities for the year ahead.
- Following significant change, such as new systems, restructuring, mergers, new regulatory requirements, or entry into new markets.
- Ahead of an ISO audit cycle, to ensure documented evidence of competence planning is current and robust.
- When performance issues emerge, particularly if they appear across multiple individuals or teams, suggesting a systemic skills gap rather than an isolated issue.
Building the TNA into a regular, recurring cycle, rather than treating it as a one-time project, ensures your organisation stays ahead of capability gaps instead of constantly playing catch-up.
What Do You Do With the TNA?
The real value of a TNA is realised in how its findings are used. A completed TNA should directly feed into:
- Training budget preparation | Giving finance and leadership a clear, evidence-based case for where investment is needed and why, making budget conversations far more productive.
- Training plans and scheduling | Translating priorities into a practical calendar of activity, ensuring the right people receive the right development at the right time.
- Workforce and succession planning | Highlighting where capability risks exist if key individuals leave, and where development can build a stronger talent pipeline.
- Compliance and audit evidence | Providing the documented trail that ISO and other regulatory frameworks require.
Ultimately, a TNA gives leadership a full, data-backed picture of organisational capability, not an assumption or a hunch, but genuine evidence of where the organisation stands and what it needs to thrive.
Organisations that treat the TNA as a strategic tool, rather than a paperwork exercise, consistently make smarter training investments, close skills gaps faster, and build a workforce genuinely equipped for what lies ahead.
Gillian Peters, Chief Commercial Officer, Antaris Consulting
