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- W2972745405 abstract "Table 24.1 presents a customizable TNA process consisting of four phases, which will be discussed and elaborated upon in this chapter. e rst two phases are about determining if there is an issue and whether or not it is related to training. Once an issue related to de ciencies in workrelated KSAOs has been identi ed, the third phase is conducting the actual TNA, and the fourth is evaluating the results of the TNA. Although the implementation of the process is o en adapted to the speci c context by the needs analyst, the generic process is a good starting point when planning a TNA. As will be discussed, an abbreviated process can be used under many circumstances, such as when an organization has invested in a well-speci ed competency model and only wants to identify the training needs of individuals within the scope of that model (see the Empower TNA Within the Organization’s Competency Model section later in this chapter). e objective of this chapter is to present the TNA process and some of the factors that can potentially impact it to help human resources and training professionals make decisions about implementing the TNA process in their organizations." @default.
- W2972745405 created "2019-09-19" @default.
- W2972745405 creator A5049166491 @default.
- W2972745405 date "2013-05-13" @default.
- W2972745405 modified "2023-09-25" @default.
- W2972745405 title "Training Needs Assessment: Aligning Learning and Capability With Performance Requirements and Organizational Objectives" @default.
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- W2972745405 doi "https://doi.org/10.4324/9780203136324-36" @default.
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