Improve the process which results in spending less time to fix the employee’s mistake and the information cab be accessed faster than before

Reduce the cost which is used to pay for staff turn over and recruitment. In addition, when the staffs work more efficient, it will increase the productivity as well as the money paid for maintenance.

Enhance the profit by increasing the sales and improving customer satisfaction

Increase staff satisfaction because when the staff knows that the employer is investing in them, they will be happier and stay longer in the organisation. Furthermore, during the training, the staff can develop their leadership and communication skills which can be applied in the job.

According to Blanchard et al. (2010:para. 1), there are two approaches to TNA which are called: proactive and reactive.

The proactive TNA focuses on foreseeing the performance problems which may occur in the future in the company. Therefore, the strategic plan can be created and applied to help the employees handle these changes (Blanchard et al. 2010: para. 2). For example Heinz, a food manufacturer, when they decided to use a higher technology to produce the ketchup, they did the training before the new machine was bought.

In the proactive TNA, the manager will need to conduct three analysis (Blanchard et al. 2010: para 5), they include:

The organisation analysis: the proactive begins with the plan in order to help the organisation adapt the expected changes and new objectives.

Operational analysis: by collecting information on the current and future tasks to identify the KSAs required to perform effectively in different areas.

Person analysis: the evaluation can be identical for the proactive and reactive, and the provided information must be applicable.

The reactive TNA (leopard learning.com n.d : online) focuses on identifying the current problems in the job performance and determine if the training is needed. Example may include new technology, high staff turnover, high accident rate, increasing customer complaints, and poor management practices.

In the reactive TNA, the organisation analysis, operational analysis, and person analysis are also conducted, however it only focuses on one particular department or the issue on a particular part of the job (Blanchard et al. 2010: para 16).

Employers do not necessarily need well-trained employees. I know that may sound like heresy coming from someone employed in higher education, but what employers truly need is employees who perform well. Training is one way to attain desired performance, but it’s not the only way ( Stetar, 2005, online)

The TNA can be conducted by the following steps (Flinders University, n.d.: online):

Step 1: Analyse the job

Before the TNA is conducted, it is important to understand the job by collecting the information which can be based on the job description. All these resources will provide information about the job responsibilities, knowledge and skill required to perform efficiently.

Step 2: Identify the gap

There are many methods which can be used to identify the gap. However, the managers have to choose which method will be used and how. Moreover, they need to ensure that the information is useful, correct and complete.

Three main methods can be utilised by the managers in the organisation (Anthony et. lc 2002 p. 210-211); include:

Observation: in this method, the managers will observe the employee’s performance to see if they are doing their jobs well. In order to ensure this method is productive, the check list should be used.

Interviewing: by using this method, it allows the managers to meet their employees face to face, therefore they can have a chance to understand the company’s situation as well as the employees themselves.

Questionnaires: if this method is used, all possible tasks that are presently performed must be listed. The advantage of this method is that the managers can include everyone and does not need to travel or spend time with each of them.

Each of the method has its usefulness; however the manager should never be dependent on one method. Therefore, they should be combined and use together.

Step 3: Decide the training solutions

Once the gap is identified, the training solutions should be undertaken to find the best way which can close the knowledge or skill gaps. The training can be done by using different options such as:

On the job training, one on one training during the work time

The managers or senior employees becoming a mentor to any employees

Improve the skill and knowledge through college, university or technical school education

Job rotation

Complete online training

The training can happen in a short term or long term course. However, the time and cost will always need to be considered.

Step 4: Evaluating the result after training

After training the result has to be checked to see if the gap has been closed and if it was accomplished by:

Asking the staff member to perform on the task which they are trained on

Looking at the product line to determine if there is still neglected skills or knowledge

Conclusion and Recommendation

In conclusion, the TNA is a process which can be used to identify the skills and knowledge gap in order to close it (Drummond 1991, p. 4). In addition, it can happen within a short term period or over a long term plan by using the proactive and reactive TNA on the level of organisation, operation and individual (Blanchard et al. 2010:para. 2). However, according to Bill Stetar (2005, para. 4), training is not always the only solution because the employers may need the employees who can perform competently.

My goal is to become a hotel manager.

Hotel managers (Baxter 2010, para 1) are people whom run the room rental businesses and manage staffs within the hotel. The duties can be varied depending on the size and type of the business. However, the following requirement is normally compulsory to be met.

Know how to manage and maintain the facilities

Ability to observe and supervise the employees’ performance

Understand and work efficiently in different areas in the hotel

Have a strong leadership skill to allocate the staff

Be able to solve and anticipate the problems

Have good communication skill which can be used to handle the customer as well as the employees

Have four years experience in the hotel industry

Graduate from a university with a recognised qualification

Plan in advance to maximize the profit and monitor the expenses

Deal with suppliers to get products with good quality

Know how to deal with people who are from different backgrounds, race and belief.

Good computer skill

The skills and qualification which I currently possessed are:

Certificate IV in Hospitality (Commercial Cookery), therefore I have a knowledge about food and services in the restaurant

Higher Diploma in Accounting, which can be useful for budgeting and financial management

Be able to monitor and maintain the facilities in the premises

Computer skill

Hence, the skill, knowledge and qualification that I need to achieve in order to become a hotel manager are:

Complete a Bachelor in Hospitality Management course at university or college

Good communication skill will be required

Develop the leadership skill

Have experience in the hotel industry

Problem solving skills to help the business run smoothly and deal with customers

Interaction skills to manage and deal with the staff

Decision making and planning skills

When the gap is identified, the solution must be carried out.

To obtain the qualification for hospitality management, it can be done in The Hotel School Sydney which is located at 117 Macquarie Street, Sydney NSW 2000. They offer a new course in February, 2011 with a tuition fee of 18,000 Australian dollars (The Hotel School Sydney 2010: online). In the course, they provide the knowledge about food and beverage operation, tourism and hospitality management, problem solving, decision making, leadership skill, and room operation. In addition, during the course, the student will have a real life experience by studying and working in the hotel. As a result, it will be an opportunity for me to obtain the qualification as well as improve my communication, problem solving and leadership skill.

Moreover, by undertaking the conflict management course at ACS Distance Education, they teach skills that deal with conflict which is very useful for a hotel manager. The fee is 726 Australian dollars for 100 hours (ACS Distance Education 2010: online) and I can study this course online. Furthermore, in order to gain more experience in hotel industry, I need to work for a small hotel first because in a small hotel I will learn how to operate a hotel and then move on to a bigger hotel.