TNA separates skill gaps from process gaps before you build anything—three levels, one question, and the data that ends the guessing.
Training needs analysis is the pre-work that decides whether training is even the answer: organization analysis (where hurts), person analysis (who), task analysis (which behavior). Its output is a gap statement with a number attached.
Gap = required level − current level, per role × behavior; training only where the gap is knowledge/skill.
Sales complaints resolve to a CRM visibility problem in 2 of 3 teams—TNA rerouted one third of the training budget into a workflow fix.
Before every program build, and quarterly to refresh priorities. Sponsor pressure to "start now" is exactly when TNA pays most.
Surveying wants is not TNA—wants are data, gaps are evidence. And no gap statement without a number is decision-grade.
2-4 weeks for a single program; it's the phase people cut and the reason programs miss.
Run TNA anyway and let it confirm—30% of the time it redirects to process, incentive or hiring. That's the fee you came to earn.
Turn the concept into a live assessment：Training Needs Analysis
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