Mastering Strategic Training Needs Analysis (TNA) with AI

Build a Strategic Approach to Training Needs Analysis

Strengthen your ability to identify genuine training needs with our Mastering Strategic Training Needs Analysis (TNA) with AI programme. Learn how to analyse organisational challenges, collect and interpret evidence, identify competency gaps, prioritise development needs and use AI tools to support more informed training decisions.

Who Should Join This Mastering Strategic Training Needs Analysis (TNA) with AI Training?

This Mastering Strategic Training Needs Analysis (TNA) with AI programme is suitable for professionals involved in training, employee development and workforce planning, including:

  • HR professionals
  • Learning and Development teams
  • Training managers and coordinators
  • HR Business Partners
  • Department heads and people managers
  • Talent and organisational development professionals
  • Anyone responsible for identifying or planning employee training needs

HRD Corp Claimable Course

This course is not just eligible for HRD Corp claims, it’s a must-have opportunity for those looking to invest in their personal and professional growth. By taking advantage of the organization’s human resource development program and getting reimbursed for the cost of the course, you’ll not only be boosting your skillset and increasing your knowledge, but you’ll also be maximizing the benefits offered by your employer. Don’t miss out on this incredible opportunity to enhance your career and secure your future success. Make the investment in yourself today and claim your spot in this valuable course.

Course Outline

MODULE 1: TNA FUNDAMENTALS AND STRATEGIC CONTEXT

  • What TNA is and what it is not — a need, a want, a request, an entitlement, and a levy balance that must be spent before year-end
  • The TNA process end to end: trigger, analysis, prioritisation, proposal, delivery and evaluation, and the step organisations usually skip
  • The three levels of analysis — organisational, task and person — and the question each one is there to answer
  • Business drivers that legitimately generate a training need: strategy change, new technology, restructuring, quality failure, audit finding or statutory duty
  • Where the Malaysian training budget actually comes from, and why an unused levy is a forfeited asset rather than a saving
  • HRD Corp grant timelines after the revisions of Employer’s Circular 2/2026 — approval before commencement, and what that forces on the training calendar
  • Training that is a legal obligation rather than a choice, and where the obligation sits — OSHA 1994 competencies, CIDB requirements, section 17A of the MACC Act 2009, food hygiene rules and sector licensing conditions

Participant Takeaway: A one-page TNA scoping sheet that separates a request from a need and names the business driver behind it.

MODULE 2: ORGANISATIONAL AND DEPARTMENTAL CHALLENGE MAPPING

  • Offer letters, contracts of service, handbooks and the terms the Act requires to be in writing
  • Essential terms: role, wages, hours, benefits, notice, confidentiality, mobility and restrictive covenants
  • Non-competition and restraint-of-trade clauses, and their limited enforceability in Malaysia
  • Contract of service versus contract for service, and principal, contractor and sub-contractor liability
  • Probation, extension, confirmation, and the rights a probationer still holds
  • Fixed-term and part-time arrangements, remote and hybrid working, and foreign-employee obligations

Case study: Employment offer and the non-competition clause; contractor versus fixed-term engagement.

Participant takeaway: A contract review checklist, with the risky or unclear clauses in a sample contract marked up and explained.

MODULE 3: INTRODUCTION TO AI TOOLS IN TNA

  • Where AI genuinely helps across the TNA cycle, and where it produces confident output that a practitioner must not rely on
  • Live demonstration: drafting instruments, translating between Bahasa Malaysia and English, coding open text, summarising long reports and building scoring models
  • Prompting that produces usable output — supplying sufficient business context, stating the required output and criteria, asking the model to identify assumptions and uncertainties, requesting alternatives, and hand-checking a sample
  • Hallucination, fabricated citations and plausible-sounding error: how to spot them, and what every finding must be checked against
  • Data protection before anything is uploaded: anonymisation, minimisation and PDPA 2010 obligations for employee records
  • What must never be placed in a public AI tool: named employee records, disciplinary files, medical information and identifiable free-text comments

Participant takeaway: A personal AI working method: the prompt patterns that worked, and a data handling rule sheet to take back to the office.

MODULE 4: HANDS-ON WORKSHOP – AI POWERED DATA COLLECTION

  • Matching method to question: survey, interview, focus group, observation, work sampling or document review
  • Designing instruments that measure capability rather than preference, and avoiding leading, vague and double-barrelled items
  • Sampling, response rates, anonymity, and the confidentiality assurances that determine whether people answer honestly
  • Interview and focus group protocols, probing technique, and note discipline that stands up to later challenge
  • Building the instruments live with Claude or ChatGPT, then piloting them within the room before they go anywhere near employees
  • Transcribing and coding open-ended responses into themes, and verifying a sample of the coding by hand

Participant takeaway: A tested data collection pack: survey instrument, interview protocol and focus group guide.

MODULE 5: AI-ENHANCED DATA ANALYSIS AND GAP ANALYSIS

  • Triangulating quantitative and qualitative evidence, and testing every finding back against the original business driver
  • Competency frameworks in practice: defining the required proficiency level, then evidencing the current level rather than assuming it
  • Person analysis — appraisal evidence, multi-rater feedback, assessments and structured observation — and who genuinely needs development
  • Separating a knowledge gap, a skill gap, an attitude or motivation issue, and a process or systems failure
  • Performance problems that are misconduct, capability or supervisory failure, and why sending them to a course weakens the employer’s later position
  • Checking the employment-law route for such a case against the governing provision using HRLah.my, and drawing on its document templates where a formal process is the correct answer
  • Prioritisation criteria — business impact, risk and legal exposure, population size, urgency, cost and feasibility — with weighted scoring and the assumptions left visible

Participant takeaway: A competency gap matrix and a prioritised needs register with the scoring rationale recorded.

MODULE 6: DEVELOPING TRAINING SOLUTIONS AND BUSINESS CASE

  • Select the right intervention, cost it honestly, and present it in the form decision-makers and funders actually approve.
  • Choosing the intervention: classroom, on-the-job, coaching, digital, blended — and when the answer is not training at all
  • Writing learning objectives that can be assessed, and briefing a provider so the programme matches the gap that was found
  • Structuring the TNA report: problem, evidence, options considered, recommendation, cost, and the risk of doing nothing
  • Costing an intervention in full — fees, venue, materials, travel, backfill, and the cost of participants’ time away from work
  • The HRD Corp route in outline: scheme selection, allowable cost categories, grant application and claim submission
  • Building the funding picture — levy balance, claimable and non-claimable components, and the internal budget that covers the rest
  • Using Claude or ChatGPT to draft and tighten the proposal, then to argue against it — rehearsing the objections finance and management will raise

Participant takeaway: A complete training proposal and business case for one prioritised need, ready to submit.

MODULE 7: MEASUREMENT AND EVALUATION FRAMEWORK

  • The four levels of evaluation — reaction, learning, behaviour and results — and what each can and cannot prove
  • Adding the return-on-investment level: converting business results to monetary value and isolating the effect of the training
  • The ROI calculation, the assumptions inside it, and the honesty required about what training alone actually caused
  • Setting baselines and comparison groups before delivery, and naming the owner of each measure
  • Behaviour transfer — manager involvement, application plans, follow-up checkpoints, and the reasons transfer usually fails
  • Building an evaluation dashboard, and using Claude or ChatGPT to turn evaluation data into a management report and flag drift over time

Participant takeaway: A measurement framework for one intervention — baselines, measures, owners, timings and the ROI method to be used.

MODULE 8: GROUP PROJECT PRESENTATIONS, ACTION PLANNING AND CLOSE

  • Teams present the TNA worked through the programme: challenge, evidence, gap, recommendation, cost and measurement plan
  • Structured peer and facilitator feedback against a shared rubric, with the reasoning explained rather than scored silently
  • Converting an approved proposal into an implementation plan — owners, timelines, dependencies and the internal approval route
  • Sequencing that plan against HRD Corp application, approval and commencement windows
  • Individual thirty-day commitments, programme evaluation and close

Participant takeaway: A presented TNA project and a thirty-day implementation action plan with named owners and dates.

Why You Should Enroll With Us?

Enrolling with us offers you numerous benefits, including:

Expert instruction
Learn from experienced trainers who understand training needs analysis, workforce development and the practical challenges of identifying genuine capability gaps.

Comprehensive modules
The programme covers the full TNA process, from identifying business needs and collecting evidence to analysing competency gaps, prioritising training needs, developing proposals and measuring results.

Real-world application
Participants will work through practical exercises, case studies and workplace scenarios to apply TNA concepts to realistic organisational challenges.

AI-assisted learning
Learn how tools such as Claude and ChatGPT can support data collection, analysis, report writing, proposal development and evaluation while maintaining proper human review.

Practical takeaways
Participants will develop useful tools such as TNA scoping sheets, data collection instruments, competency gap matrices, prioritised needs registers and evaluation frameworks.

Better training decisions
By mastering strategic TNA, participants can make more informed training recommendations and ensure learning initiatives are better aligned with business and workforce needs.

So why wait? Invest in your future success and enrol in our training today!

If you’re interested in learning more about this course and what it has to offer, don’t hesitate to reach out to us! We’d love to hear from you and answer any questions you may have. Our friendly and knowledgeable team is here to help, so please feel free to reach out to us at 1700-81-5520 or email at training@excelacademy.my.

Whether you’re still considering enrolling or have already decided, we’re here to support you every step of the way. So go ahead, and get in touch with us today!