HRMN406: Report on Training Outcomes for Southern Airspace Company

This report analyzes the training needs of Southern Airspace, an aviation service company, to provide a focus for employee professional development. It identifies three key training outcomes based on a Training Needs Analysis (TNA): organizational analysis, operations/task analysis, and individual analysis. The report discusses how these analyses help in designing assessment tools and addressing performance gaps. It emphasizes the importance of performance improvement processes, benchmarking, and an effective performance management system to measure training effectiveness. The report also highlights the need to balance individual and organizational needs in training programs, concluding with the importance of recognizing individual developmental needs and integrating them with business objectives to avoid a demoralized workforce. The report provides recommendations on how to evaluate training effectiveness and close performance gaps.

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Assignment 2: Determine Training Outcomes
HRMN406
November 9th, 2014

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Introduction
Southern Airspace is the fictitious name of an aviation service company in Washington
DC. Its mission statement is to ensure the safe and efficient use of the nation's airspace; to install
and operate air navigation facilities; and to provide airport infrastructure essential for the
existence of air transport. The analysis of training needs for this company will provide a focus
and direction for the investment it makes in its employees' professional development plans.
Even though training needs appear to be obvious, it is still necessary to analyze specific
knowledge and skill requirements in order to choose the appropriate methods that will meet
them.
In the next few paragraphs, we will discuss of at least three training outcomes, based on
the Training Needs Analysis (TNA) will be providing in order to assistance Southern Airspace
with their training needs. Furthermore, identify the expected performance of the group or
individuals as a result of the training. Last but not least, Identify performance gaps and detail
how training can help close those gaps.
Training Outcomes based on The TNA
A Training Needs Analysis (TNA) is used to assess an organization's training needs. The
root of the TNA is the gap analysis. This is an assessment of the gap between the knowledge,
skills and attitudes that the people in the organization currently possess and the knowledge, skills
and attitudes that they require to meet the organization's objectives.
The three training outcomes are as following:
Organizational Analysis
Organizational analysis “examines where training is needed and under what conditions
the training will be conducted. It identifies the knowledge, skills and abilities that employees will

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need for the future as the organization and their jobs evolve or change” (Brown, 2002, p. 572).
Identify the expected performance of the group or individuals as a result of the training
Operations/Task Analysis
Operations/task analysis examines each job’s knowledge and skills requirements and
compares these requirements to employees’ actual knowledge and skills.
Individual Analysis
Individual analysis examines an employee and how she/he is performing the assigned
job. An employee can be interviewed, questioned or tested to determine individual level of skill
or knowledge. Data also can be collected from performance reviews.
Identify the expected performance of the group or individuals as a result of the training
Organizational development and training programs are conducted to meet the company's
requirements. Obviously, organization and group needs are very important; they must be met if
the organization is to prosper. With that stated, this outcome analysis’s will help in designing
appropriate assessment and evaluation tools that accurately reflect the issues Southern Airspace
is facing within their organization.
Southern Airspace Company has to shift their emphasis from delivering training to
focusing on achieving performance results. This approach would put the organization at a
competitive advantage as its performance gaps will be detected, assessed, root causes to the
problem identified and possible problem solutions determined.
Employees need to be recognized as part of the system but not as tools to make the
system grow. Motivation can be an internal or an external force. While much motivation is
internal to each person, Southern Airspace Company needs to consider how other motivating
factors such as pay, reward and assessment can provide incentives for improved skills and
performance gained through training.

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Identify performance gaps and detail how training can help close those gaps
Regardless of the methods used to evaluate competencies, individual employee results are
then combined to assess how many employees are in need of improvement in particular
competencies. After determining that training is a potential solution, human resource (HR)
professionals will need to closely examine if formal training is the best way to meet the need. At
times practice or feedback are a great tool to use in situation like this.
Benchmarking is an important management technique to improve organizational
performance. It is an ongoing method of measuring and improving products, services and
practices against the best that can be identified. It will identify the areas where Southern
Airspace Company should concentrate on in trying to achieve their best.
In Southern Airspace there is a Performance Improvement process needs to be
incorporate. It is more important than ever today, that emphasis be placed on performance
improvement in every area of the organization. Neglecting any key area can mean an
embarrassing failure of the entire organization. An effective Performance Management system
is required to regularly measure the outcomes of the Southern Airspace organization and use this
information to improve service delivery and adjust resource allocation.
Last step in this process is for employers to decide how they will know whether the
training worked. Training is only effective if the material is retained and used on the job. This
step should include an evaluation component similar to how the needs were assessed.
Questions the evaluation process should answer are:
 How much did the training improve the competencies targeted in the training?
 How much did the training improve employees' actual job performance?
 How much did the training improve the meeting of business objectives?
 How much did the training result in a positive return on its investment?

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The questions employers want answers to will determine the method and components of the
evaluation process. Overall, in answering these question can help close those gaps in the
performance portion of the organization.
Conclusion
Organizations tend to neglect the developmental needs of individuals. As a result, there
is not much self-assessment tools developed for self-development purposes. One of the major
reasons is that the assessment of individual needs is very expensive and in the company’s
perspective, the needs of an individual are not important to bottom-line issues. It is clear from
our evidence that the trend is now concentrating on the business effectiveness rather than the
personal effectiveness. What the focus of the training debate should be on how to balance the
needs of the individual and the organizations. There is a danger that if it moves too far away
from the individual needs to the business bottom-line issues, in the long run, a demoralized
workforce may hinder the growth of the organization.
In final, we discuss of at least three training outcomes, based on the Training Needs
Analysis (TNA) providing in order to assistance Southern Airspace with their training needs.
Furthermore, identify the expected performance of the group or individuals as a result of the
training. Last but not least, Identify performance gaps and detail how training can help close
those gaps.

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Reference
Brown, J. (2002, Winter). Training needs assessment: A must for developing an effective
training program. Public Personnel Management, 31(4), 569-578.
Landale, A. (1994). Gower Handbook of Training & Development. Gower in association with
the Institute of Training & Development.
McCllelland, S.B., “Training needs assessment data-gathering methods: Part 1, survey
questionnaires”, Journal of European Industrial Training, Vol.18 No.1, 1994, pp.22-6.