Training needs analysis practice in the workforce at Eastern Bank Limited

Abstract

This report examines the Training Needs Analysis (TNA) practice at Eastern Bank Limited (EBL), focusing on how the bank assesses and addresses training requirements for its workforce. EBL follows a systematic TNA approach, utilizing three primary components: task analysis, performance analysis, and strategic analysis. These methods are applied across different employee levels, from entry-level to senior management, with an emphasis on aligning training with the bank’s overall goals and performance standards. The annual training plan is designed with input from department heads and adjusted to ensure alignment with organizational objectives. EBL's yearly training process involves collecting training requirements through an annual form filled out by employees and their supervisors. The bank also conducts several soft skills and leadership training programs, with a focus on upper-level and mid-level employees. The process is flexible, incorporating pilot tests before final execution and ensuring that the training is aligned with the bank’s strategic vision. However, challenges such as employee concerns about job security and underreporting of training needs are encountered, which can undermine the effectiveness of the TNA process To enhance the existing TNA system, the report suggests several recommendations, including increasing the frequency of training assessments, integrating performance appraisals more closely with training needs, and leveraging technology to deliver more accessible training. Additionally, a more robust post-training evaluation process and greater engagement of line managers are recommended. These improvements will help ensure that EBL’s workforce development remains agile and aligned with evolving business goals.