Appendix 2: Training needs assessment (TNA)

The importance of TNA

An essential step in developing a training strategy is a training needs assessment (TNA) for different key training target groups.

This is necessary because:

• It is a basis for setting up training objectives.
• It serves as a guide for designing training courses.

TNA involves three basic steps:

1. Determine the present level of knowledge and skills of a person or group to be trained (the present capacity).

2. Communicate the standard level of competence required for efficient work performance of each personnel group (the standard capacity).

3. Ascertain the difference between the present and the standard capacities (the knowledge/skills gap).

A TNA is necessary for each key training target group assigned to a specific task (e.g., tree felling). Since each task is defined clearly, the required standard capacity is known. Thus, it is easy to compare the present capacity with the required standard to ascertain the gap to be bridged through training.

Since there is a wide variety of tasks in forest harvesting, there should be a TNA for each group, e.g., one TNA for skidder operators, one for truck haulers, and another for fellers/buckers (chainsaw operators).

Determining the present capability of personnel

This task may be carried out by using methods such as:

• Formal or informal testing of knowledge (oral or written).
• Observation of work performance (e.g., actual viewing of felling with chainsaws; skills in directional felling).
• Examination of quality of outputs (e.g., minimal log breakage and damage to residuals due to quality of directional tree felling).
• Testimony of supervisors about performance of subordinates.

Even if members of a group have had similar work experiences over the same period of time, there may still be performance differences. However, these are often not substantial enough to require different training.

Setting the standards of competence

In forest harvesting, the nature of certain tasks is unchanging. For example, a standing tree has to be felled to harvest the wood. However, the tools and equipment used in felling evolved from the use of axes in the early twentieth century, to two-man handsaws by the middle of the century, to chainsaws today. Thus today's felling crews require standard competence to:

• Operate and maintain a chainsaw.
• Use the saw for cost-effective felling.
• Implement new techniques (e.g., directional felling) to minimize damage to logs and residual stands, and to make skidding easier.

Determining training needs

In forest harvesting, felling crews already possess sufficient competence to operate, maintain and use chainsaws, in the same way that skidder operators are expected to have mastered driving the machine and log loader operators are experts in operating the front-end loader. Therefore they no longer require training on the 'equipment operation' aspects of their work. However, they require training in processes and techniques such as environmentally-friendly felling, skidding and loading techniques that minimize damage to soil, water, residual vegetation, wildlife etc. without adversely affecting productivity.

Alternative approach to TNA

An alternative approach is "organization analysis". The whole range of activities of an organization, for example a logging company, is examined and performance criteria are identified or set up, such as damage to residual trees, rate of forest destruction, injury to field crews. If an indicator shows performance below accepted standards (e.g., damage to residuals becomes so extensive that it threatens the sustainability of the forest) then training of felling crews may be needed to reduce or eliminate the particular problem.