What role can a training needs analysis play in organisational change?

Abstract

Purpose

This research sets out to examine how the process for developing a training needs analysis tool could influence organisational change.

Design/methodology/approach

The organisation that is the subject of this research is a large, complex health system which is in transition from a traditional bureaucratic, hierarchy with a command and control management style to a more participative, people centred approach. A processual, organisation development, action research‐based approach to the development of a training needs analysis process was taken in the study so that the changes desired in the organisation could be modelled in the first instance and secondly, in order to learn and understand more about what works and does not in order to continuously develop and progress the change agenda. In order to do this a parallel structure was established through which to progress the process which was tracked in an action research process. In addition, a series of interviews were conducted with top and senior management in order to ascertain their views about the process, its necessity, roles in relation to it, its potential benefits and how to introduce the process across the organisation.

Findings

A number of key points emerged from the research: first, the culture and change issues arising during the development of the learning and development needs analysis process were very significant. Second, the development and piloting of the needs analysis process needed to be approached as a change management process. Third, linking the needs analysis process with existing organisational processes was a key factor in the success of the process and created a strategic dimension. Finally, in a large, complex organisation a balance must be struck between standardisation and customisation of the needs analysis process to allow for the different structures, subcultures and levels of readiness in the organisation.

Originality/value

This research highlighted the significant impact the dynamics of hierarchy and the legacy of a bureaucratic, autocratic system has on the way a system operates and how people react to change and participation.

Citation

Reed, J. and Vakola, M. (2006), "What role can a training needs analysis play in organisational change?", Journal of Organizational Change Management, Vol. 19 No. 3, pp. 393-407. https://doi.org/10.1108/09534810610668382