Different roles, different perspectives: perceptions about the purpose of training needs analysis

Abstract

PurposeThis paper aims to investigate the experiences of managers who underwent a training needs analysis (TNA) within a large bus transport company. It compares their perceptions of the TNA process with two external groups of training managers and training consultants. Recommendations are made to address and reconcile the differing interpretations and misunderstandings which occur between the different groups about TNA.Design/methodology/approachThe approach uses qualitative grounded theory to identify the main perspectives about the purpose of training needs analysis.FindingsThe findings are that business needs are the main focus of the TNA. The various actors in the TNA process should be aware of their part in the process. Line managers should receive instruction in TNA.Originality/valueThe article addresses the similarities and differences which are found among training managers, training consultants, and managers who were recipients of training needs analysis.