2.2 - Identify local training needs


As a QM, one of the first steps, in order to create entrepreneurship courses, is to develop an
adequate Training Needs Analysis (TNA) Methodology.

The participants of an Entrepreneurship Training Program are heterogeneous in terms of experiences,
expertise, age, and professions. In order to focus on individual learning efforts within their individual
development plan it is important to identify individual development needs at the beginning of the
training. Training needs analysis forms the first step of the training development cycle.

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Why is this important for you as a QM?

  • To determine the entrepreneur’s actual knowledge and skills
  • To identify their needs for training in order to overcome the knowledge/skills gap and potentially perceived obstacles and risks.

Carrying out a TNA is the best, most cost-effective way to identify the training needs and combine it
with the training material design: it’s one of the first steps within the training development cycle.

A TNA will give you answers related to the following questions:

  • What training is required and why?
  • Where is it needed?
  • Have you determined participants involved?
  • Who will provide it?
  • How will it be provided?
  • What are the cost implications?
  • What is the expected impact?

Specifically, the TNA should be developed in order to determine:

  • if there is a gap of knowledge/skills to be bridged and to what extent this is the case;
  • which barriers are perceived in terms of obstacles and risks in becoming an entrepreneur;
  • whether training could be a prospective means to overcome the skills gap and to reduce the barriers perceived;
  • in which areas such training is needed and effective;
  • the desired training content and framework according to needs expressed.

How should I implement the action?

There are several TNA methods that can answer the above questions. Not all of these approaches
work for all learners/entrepreneurs. So, the method or methods selection is absolutely important. As
an example, the methodology can be developed using:

  • Desk/field research
  • Questionnaires and surveys
  • Observation
  • Interviews or focus groups
  • Learners’ feedback
  • Assessments and reviews
  • Development of a specific methodology guide (TNA for entrepreneurs)

How should I know if I have made an impact thus increasing the quality of the VET provision and to which extent?

  • Was the TNA useful and realistic in order to build the training plan? Yes/No
  • Did I receive any feedback for the training plan? Yes/No
  • Did I apply all necessary actions related to TNA?
  • Have I correctly identified the training needs at a local level?
  • Have I contacted the right stakeholders to give me enough feedback?
  • How often do I need to update local training needs?

Links & further readings

Unit 2
Time - Preparatory phase:
High: (more than 1 week < 40 hrs)
Time - Regular tasks:
Medium: (every week or low)
Time - Length of commitment:
Medium: (between 1 week to 1 month)
HR - Number of staff members:
Low: (just me)
HR - Commitment by staff members:
Low: (between 1 day to 1 week)
Economic investment:
Low: (none, you can do it with your available resources)
ICT skills:
Suggested Cards: after reading the current one: