How to Conduct Training Needs Analysis (TNA) in Malaysia (2026)
A practical guide to identifying skill gaps, prioritising training investments, and aligning employee development with business goals — essential for HRDF planning.
A Training Needs Analysis (TNA) is a systematic process to identify skill gaps in your workforce. It involves analyzing organizational goals, assessing current competencies, and prioritising training investments — which is also required for HRDF grant applications.
What is Training Needs Analysis?
Training Needs Analysis (TNA) is the foundation of effective employee development. It answers three critical questions:
- 1.Where are we now? — Current skill levels and performance across the organisation.
- 2.Where do we need to be? — Required competencies to achieve business objectives.
- 3.How do we get there? — Specific training programmes to close the gap.
5-Step TNA Process for Malaysian Companies
Analyse organisational goals and strategy
Review your company business plan, strategic objectives, and key performance indicators. Identify what skills and competencies your workforce needs to achieve these goals. Consider industry trends, new technology adoption, and regulatory changes that affect skill requirements.
Assess current competencies
Evaluate your employees' current skill levels using performance data, manager assessments, and self-evaluations. Create a competency matrix that maps each role's required skills against current capabilities. Identify the gaps between required and actual competency levels.
Prioritise training needs
Rank identified skill gaps by business impact, urgency, and number of employees affected. Mandatory compliance training (safety, regulatory) should always be top priority. Then focus on gaps that directly affect revenue, productivity, or customer satisfaction.
Develop the training plan
For each priority gap, identify the best training solution — internal workshop, external course, e-learning, or coaching. Estimate costs, match against your HRDF levy balance, and create a calendar. Specify SBL-Khas or SBL scheme for each programme.
Measure and review
After training delivery, measure effectiveness using Kirkpatrick's model: reaction (satisfaction), learning (knowledge gained), behaviour (on-the-job application), and results (business impact). Feed findings back into the next TNA cycle.
TNA Tools and Methods
| Tool / Method | Best For | Effort | Accuracy |
|---|---|---|---|
| Employee Surveys | Gathering self-reported skill gaps and training preferences | Low | Medium |
| Manager Interviews | Identifying team-level skill gaps and performance issues | Medium | High |
| Performance Appraisal Data | Analysing historical performance trends and recurring gaps | Low | High |
| Competency Matrix | Mapping required vs current skills per role | High | Very High |
| Job Task Analysis | Detailed breakdown of tasks and skills required per position | High | Very High |
| Focus Groups | Gathering qualitative insights from specific departments | Medium | Medium |
| 360-Degree Feedback | Multi-perspective assessment of leadership and soft skills | High | High |
| Industry Benchmarking | Comparing your workforce capabilities against industry standards | Medium | Medium |
How TNA Connects to HRDF Claims
A well-documented TNA strengthens your HRDF training plan in several ways:
- Justifies training investments to management by showing evidence-based skill gaps.
- Helps prioritise which programmes to claim first based on business impact.
- Supports SBL scheme applications that require justification for training selection.
- Maximises levy utilisation by ensuring every programme addresses a real need.
Common TNA Mistakes to Avoid
Skipping the TNA entirely
Many companies jump straight to booking training without assessing actual needs. This leads to wasted budget on programmes that do not address real skill gaps.
Relying only on employee self-assessment
Employees may not accurately identify their own skill gaps or may request training based on personal interest rather than business needs. Combine with manager input and performance data.
Not linking TNA to business objectives
Training should support company goals. A TNA that only looks at individual skills without connecting to strategic priorities will result in misaligned training investments.
Conducting TNA once and never updating
Business needs change, technology evolves, and new regulations emerge. TNA should be reviewed annually at minimum to keep your training plan current.
Ignoring compliance and mandatory training
Mandatory safety and regulatory training must be included in the TNA regardless of other priorities. Non-compliance carries legal penalties that outweigh training costs.
Frequently Asked Questions
What is a Training Needs Analysis (TNA)?
A Training Needs Analysis (TNA) is a systematic process to identify skill gaps in your workforce by comparing current competencies against required competencies. It involves analyzing organizational goals, job requirements, and employee performance to determine what training is needed, for whom, and in what priority order.
Is TNA required for HRDF claims?
While TNA is not strictly required for every individual HRDF claim, HRD Corp encourages employers to conduct TNA as part of their training planning. For larger-scale training programmes and SBL scheme applications, demonstrating a link between the training and identified skill gaps strengthens your application.
How often should a company conduct TNA?
Best practice is to conduct a comprehensive TNA annually, typically during the Q4 planning cycle for the following year. Additionally, conduct mini-TNAs whenever there are major business changes, new technology adoption, regulatory updates, or significant staffing changes.
Who should be involved in the TNA process?
The TNA process should involve HR/L&D teams (process owners), department heads and managers (subject matter input), senior management (strategic direction), and a sample of employees (ground-level input). External consultants can be engaged for objectivity.
How long does a TNA take to complete?
A basic TNA for a small company (under 50 employees) can be completed in 1–2 weeks. For larger organisations with multiple departments, a comprehensive TNA may take 4–8 weeks including data collection, analysis, and report preparation.
Can I use HRDF to fund the TNA itself?
If the TNA is conducted by an HRD Corp-registered consultant and registered as a programme on e-TRiS, it may be claimable. However, internal TNA conducted by your own HR team is not claimable. Check with HRD Corp for the latest guidelines on TNA programme eligibility.
Need Help Conducting a TNA?
Browse training consultants and providers who can help you conduct a professional Training Needs Analysis for your organisation.
Browse Training Providers →Cara Menjalankan Analisis Keperluan Latihan (TNA) — Ringkasan dalam Bahasa Melayu
Analisis Keperluan Latihan (TNA) ialah proses sistematik untuk mengenal pasti jurang kemahiran dalam tenaga kerja anda. Ia melibatkan analisis matlamat organisasi, penilaian kecekapan semasa pekerja, dan penentuan keutamaan pelaburan latihan. Proses TNA 5 langkah merangkumi: (1) analisis matlamat strategik, (2) penilaian kecekapan semasa, (3) penetapan keutamaan keperluan latihan, (4) pembangunan pelan latihan, dan (5) pengukuran keberkesanan. TNA yang baik membantu memaksimumkan penggunaan levi HRDF dan memastikan setiap program latihan menangani keperluan sebenar.
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Last verified: March 2026