全国疾控卫生应急培训之tna培训需求分析.ppt

* There are two reasons for conducting a TNA. One is to determine the need for training (given the qualification that such an analysis could also identify other factors that are not subject to training). The other, particularly when no standards have been set, is to establish a basis for such standards, to gain management support for the procedure/process. Whatever the need, TNA is essentially an evaluation process. * In summary, there are two situations when a TNA could be used: 1) to improve “poor” performance through a problem-solving process, and 2) to establish standards (JASs, SOPs, etc.) in order to establish a basis for evaluating performance. * The essential “formula” for TNA, whether for standard setting or from problem solving, is to identify a GAP. The gap is defined as the difference between actual performance and what is expected (desirable). The following example illustrates the approach of going from a real situation to establishing standards from improvement and development; going from real to exploring what would be an “ideal” scenario, so that an evaluation of the gap can be undertaken. * When Johor State was affected by unusually severe flooding, experts from MERCY Malaysia and SEEDS (both NGOs) conducted a situation analysis to determine what steps should be taken to reduce risk and improve preparedness, including the setting of standards and performance evaluation. * As with the previous example, health emergency management problems, performance gaps, can not only be solved by training; other factors (motivation, incentives, coordination, leadership, information, etc.) need to be taken into account. * To emphasize the role of TNA in standard setting, we can start with a set of standards, whether of international or other expert sources, an use these to evaluate the situation; going from idea to real. * Job actions sheets should be written to explicitly identify what actions should be taken, by whom, in what time frame, answering to whose a