LNA methods: what's available and when should it be used?
Featured in the Learning Needs Analysis training manual
By Beverley Williams
Category: People Management and Motivation
Credit price: 4 download credits (Single user)
A brief glance at any of the literature on LNA reveals a bewildering variety of LNA methods. The very names used, such as Repertory Grid and Critical Incident Technique, make the trainer or line manager start to wonder whether it actually is rocket science after all. To put it into perspective, there are many ways of identifying and analysing learning needs. You do not need to use them all; in fact, you do not need to know more than the bare minimum about most of them. A brief examination of the methods available will help you to narrow it down to the ones that will suit you and your organisation. A closer look at those you have shortlisted will help you to make your final choices. Broadly, there are some methods of LNA that should be used on an ongoing or regular basis - for example, informal observation - and some that will be used periodically as part of a specific LNA project - for example, analysis of the annual appraisals. There are some methods that will be used for all staff - for example, questionniares - and some that will be used for specific groups - for example, assessment/development centres for senior management or fast trackers. Methods can be stand alone - for example, a one-to-one interview - or several methods can be combined - for example, a one-to-one interview that uses an LNA questionnaire to provide the structure. There are some LNA activities that rely on action by the trainer - for example, analysing manpower planning data to assess the need for induction training - and some that rely on the line manager noting that development in participating in meetings is needed. Others rely on the individual proactively thinking about and requesting development. The most effective identification and analysis of learning needs occurs when all three of these key people work together in harmony with each other and within a supportive organisation.
You begin this training exercise by explaining that there is a wide variety of LNA methods available and that the choice, and even the names of some of them, can sometimes be bewildering. The participants then give their ideas of the generic benefits of a well conducted LNA, before working in pairs to suggest as many methods of LNA as they can think of. You lead a feedback session and then name all of the main methods. Next, participants concentrate on six specific methods and work in pairs to identify the advantages and disadvantages of each LNA method and the circumstances in which they could most appropriately be used. You coach during the training exercise, then take feedback. Finally, you run a quiz involving all the participants to check for understanding before concluding with a review of the key learning points of the training exercise.
Who is it for: This training resource is intended for use by trainers to give participants an opportunity to examine the variety of LNA methods available.
| Resource Type: | Activity |
| Min Group Size: | 4 |
| Max Group Size: | 10 |
| Typical Duration: | 01:40:00 |
| No of Pages: | 31 |
Resources: View standard resources for Fenman training activities
Purpose: This training resource is intended for use by trainers with participants who are responsible for identifying the learning needs of others and need to know more about the LNA methods available. These may be trainers or line managers who are responsible for identifying the needs of their own departments. Participants should have an understanding of LNA within the learning and development cycle and be aware of the business needs of their organisation.
Download the training activity, LNA methods: what's available and when should it be used? as featured in the Fenman training manual; Learning Needs Analysis