Training Needs Analysis Process: Steps, Templates, Checklist

Your organization needs to ensure every team member handling dangerous goods has the right knowledge and skills. But how do you know which training they actually need? Without a systematic approach, you risk wasting budget on generic courses, missing critical compliance gaps, or training people on things they already know. The result is inconsistent competency, frustrated staff, and potential safety incidents.

A structured training needs analysis process solves this. It gives you a repeatable method to identify what training matters most, who needs it, and when. You diagnose gaps between current and required competencies, prioritize based on risk and compliance, then build targeted training plans that deliver measurable improvements.

This guide walks you through the complete training needs analysis process in six practical steps. You’ll learn how to clarify your goals, map safety critical competencies, collect meaningful data, prioritize training interventions, and create reusable templates and checklists. By the end, you’ll have a clear framework to run effective training needs analyses that keep your team compliant, capable, and confident when handling hazardous materials.

What is the training needs analysis process

The training needs analysis process is a structured method to identify, diagnose, and prioritise the gaps between your team’s current competencies and the knowledge or skills they need to perform their roles safely and compliantly. You examine what people must know, what they actually know, and where training can close that gap. This process applies across your entire organisation, specific departments like shipping or warehousing, or individual roles such as a new dangerous goods safety advisor.

The core elements of TNA

Your training needs analysis process follows a systematic cycle that moves from broad goals to specific training solutions. You start by defining what success looks like (such as full IATA compliance or zero dangerous goods incidents), then map the competencies each role requires to achieve it. Data collection forms the heart of the process, where you gather evidence through assessments, observations, incident reports, and conversations with managers and frontline staff. You compare this data against your competency standards to reveal where gaps exist.

The strength of the training needs analysis process lies in its evidence-based approach, replacing guesswork with measurable insights.

Once you identify gaps, you prioritise them based on factors like regulatory urgency, safety risk, and business impact. Not every gap warrants immediate training. Some issues stem from poor processes or inadequate resources rather than lack of knowledge. Your analysis helps you distinguish between true training needs and other organisational problems that require different interventions.

Why a systematic approach matters

Following a repeatable process ensures consistency and rigour in how you assess training requirements. You avoid the trap of assuming what people need without evidence, or defaulting to the same generic courses year after year. A structured approach also creates audit trails that demonstrate due diligence to regulators and internal stakeholders. When you can show exactly how you identified a training need, selected the solution, and measured the outcome, you build confidence in your learning and development function. The process becomes more efficient each time you run it, as templates and benchmarks accumulate.

Step 1. Clarify goals and compliance drivers

Your training needs analysis process must begin with a clear understanding of what you’re trying to achieve and which regulations you must satisfy. You cannot identify training gaps without first defining the performance standards and compliance obligations your team must meet. This step establishes the foundation for every decision that follows, so invest time in getting it right. Speak with senior management, compliance officers, and operations leaders to document both business objectives and legal requirements that depend on staff competency.

Define your training objectives

Start by articulating specific, measurable outcomes you want your training to deliver. A vague goal like "improve dangerous goods knowledge" tells you nothing useful. Instead, define objectives such as "achieve 100% IATA compliance in air freight operations by Q2" or "reduce lithium battery handling incidents to zero within six months". Your objectives should connect directly to business performance indicators like safety records, audit results, customer complaints, or operational delays caused by non-compliance.

Document who owns each objective and which departments or roles contribute to achieving it. For example, your warehouse manager might own the objective to eliminate excepted quantities packaging errors, whilst your logistics coordinator focuses on correct documentation completion rates. Clear ownership ensures accountability and makes it easier to target your training needs analysis at the right people.

Identify regulatory and safety requirements

List every regulation that governs your dangerous goods operations, broken down by transport mode:

Check whether your staff require official certifications (such as IATA dangerous goods training certificates) or if internal competency verification suffices. Review any recent regulatory updates, incident reports, or audit findings that highlight specific compliance gaps your training must address.

Your compliance drivers set the minimum standard, but your business objectives define where training creates competitive advantage.

Step 2. Map roles and safety critical competencies

You need to create a comprehensive map of every role in your organisation that interacts with dangerous goods, then define the specific competencies each role requires. This mapping exercise forms the backbone of your training needs analysis process because it establishes the performance standards you’ll measure everyone against. Without clear competency definitions, you cannot reliably identify gaps or design targeted training interventions. Start by listing all positions involved in dangerous goods operations, from warehouse operatives to freight forwarders, then work through each one systematically.

Identify all roles that handle dangerous goods

Review your organisational structure and operational workflows to capture every position that touches hazardous materials, directly or indirectly. Your shipping coordinator who prepares air waybills needs different competencies than your warehouse supervisor who oversees lithium battery storage. Document each role along with their primary dangerous goods responsibilities, whether that involves packing, marking, labelling, documentation, acceptance, loading, or transport.

Include roles you might overlook initially. Your customer service team might answer queries about dangerous goods shipments and need basic awareness training. Your finance department might review dangerous goods invoices and require knowledge of documentation requirements. Create a simple list that covers:

• Warehouse operatives (packing, labelling, storage)
• Shipping coordinators (documentation, declarations)
• Freight forwarders (booking, compliance verification)
• Drivers (transport, vehicle loading, emergency response)
• Safety advisors (regulatory oversight, incident investigation)
• Managers (supervision, approval authority)
• Customer-facing staff (enquiries, complaint handling)

Define competency requirements per role

Break down each role into the knowledge, skills, and behaviours needed to perform dangerous goods tasks safely and compliantly. A competency describes what someone must know (regulatory requirements, hazard classifications), what they must do (pack correctly, complete documentation accurately), and how they must do it (attention to detail, following procedures). Reference the regulatory training requirements you identified in Step 1 as your baseline, then add any organisation-specific competencies that reflect your operations.

Document competencies using clear, observable language. Instead of "understands lithium batteries", write "identifies lithium battery types (lithium metal, lithium ion), applies correct packing instructions per IATA Section II, and completes shipper’s declaration accurately". This precision makes it easier to assess competency levels later in your training needs analysis process.

Create a competency matrix template

Build a matrix that maps every role against required competencies and the proficiency level each role needs. Use a simple three-level scale: awareness (basic understanding), working knowledge (can perform with supervision), or expert (can perform independently and train others). This template becomes a reusable tool for your ongoing training needs analysis activities.

Validate your competency matrix with operational managers and subject matter experts who understand what each role actually does day-to-day. Their input ensures your standards reflect real-world requirements rather than theoretical ideals.

Your competency matrix transforms abstract regulatory requirements into concrete performance standards you can measure and improve.

Step 3. Collect data and diagnose gaps

You now gather evidence about your team’s actual competencies and compare them against the standards you mapped in Step 2. This step represents the diagnostic heart of your training needs analysis process, where you move from assumptions to facts. Your goal is to collect multiple types of data that reveal both what people know and how they perform in real-world situations. Use a combination of assessment methods rather than relying on a single source, because different techniques uncover different types of gaps. Some gaps show up immediately in written tests, whilst others only become visible when you observe someone performing a task under pressure.

Choose your data collection methods

Select the data collection techniques that best fit your organisation’s size, resources, and the roles you’re analysing. Each method provides different insights, so use at least three approaches to build a complete picture. Written assessments test knowledge of regulations and procedures efficiently across large groups. Practical observations reveal how people actually apply that knowledge when packing lithium batteries or completing dangerous goods declarations. Manager interviews highlight patterns they’ve noticed in team performance, incident reports, or customer complaints.

Your most effective data collection methods for dangerous goods roles include:

• Written knowledge tests: Multiple choice or scenario-based questions covering IATA, IMDG, or ADR regulations relevant to each role
• Practical skills assessments: Observe employees performing tasks like packing, labelling, or documentation completion, scored against competency criteria
• Performance records review: Analyse error rates, incident reports, audit findings, and non-compliance records from the past 12 months
• Manager and supervisor interviews: Structured conversations to identify recurring mistakes, knowledge gaps, or areas where staff seek frequent help
• Self-assessment questionnaires: Staff rate their own confidence and capability against each required competency
• Document audits: Review completed dangerous goods declarations, packing lists, and transport documents for accuracy and compliance
• Customer feedback analysis: Examine complaints or queries related to dangerous goods shipments

Conduct competency assessments

Develop a standardised assessment for each role based on your competency matrix from Step 2. A shipping coordinator handling air freight needs questions covering IATA classification, packing instructions, marking and labelling requirements, and documentation completion. Your warehouse operative requires practical demonstration of packing procedures, whilst your driver needs scenario-based questions about emergency response. Design assessments that mirror real job tasks rather than abstract regulatory knowledge. Ask "What would you do if a lithium battery package shows damage during loading?" instead of "What does Section II of Packing Instruction 965 state?"

Create a simple assessment template you can reuse:

Record actual performance against your pass criteria for each competency element. Note the specific areas where each person struggles, not just a pass or fail score. Someone might classify dangerous goods correctly but consistently make errors when selecting the right packing instruction.

Gather operational and incident data

Review your operational records to identify patterns that indicate training needs. A spike in rejected shipments due to incorrect documentation points to gaps in declaration completion skills. Frequent questions to supervisors about the same topics suggest unclear procedures or inadequate initial training. Look at data from the past 12 months minimum to spot trends rather than isolated incidents.

Pull information from these sources:

• Incident and near-miss reports involving dangerous goods
• Internal audit findings and corrective action requests
• Rejected shipments or held cargo due to non-compliance
• Customer complaints about documentation or packaging
• Supervisor time logs (what questions do staff ask repeatedly?)
• Regulatory inspection reports and improvement notices

Interview stakeholders and observe work

Schedule structured conversations with managers, supervisors, and experienced staff who work directly with dangerous goods. Ask open-ended questions about where they see team members struggle, which tasks generate the most errors, and what knowledge gaps cause operational delays. Operations managers often spot patterns in team performance that don’t show up in formal assessments. A warehouse supervisor might tell you that new staff consistently over-tighten lithium battery packaging, indicating they don’t understand the pressure relief requirements.

Spend time observing people performing their actual duties without interrupting their workflow. Watch how a shipping coordinator completes a dangerous goods declaration from start to finish. Note where they hesitate, check references repeatedly, or make corrections. These moments reveal knowledge gaps or unclear procedures. Observation uncovers what people really do versus what they say they do in assessments.

Diagnose the actual gaps

Compare all your collected data against the competency standards you defined in Step 2. Look for gaps that appear across multiple data sources, because these represent genuine training needs rather than one-off mistakes or bad days. A single failed assessment might indicate test anxiety, but when that failure correlates with incident reports and supervisor feedback about the same competency, you’ve identified a real gap.

Your diagnosis must distinguish between knowledge gaps that training solves and performance problems caused by poor systems, inadequate resources, or unclear accountability.

Document each gap using this format: Current state (what people know or can do now), Required state (what they must know or do), Evidence (which data sources revealed this gap), and Root cause (why the gap exists). Someone might fail to complete dangerous goods declarations correctly not because they don’t know the regulations, but because your organisation lacks a standard template or checklist. Training won’t fix that problem.

Step 4. Prioritise needs and select solutions

You’ve identified multiple competency gaps in Step 3, but you cannot address them all simultaneously. Your budget, staff time, and organisational capacity limit how much training you can deliver effectively. This step requires you to rank your identified gaps by urgency and impact, then determine which interventions will deliver the greatest return. You evaluate each gap against criteria like regulatory risk, safety consequences, operational impact, and the number of people affected. Some gaps demand immediate action because they expose your organisation to serious compliance breaches or safety incidents, whilst others can wait for your next training cycle.

Assess urgency and risk level

Score each identified gap using a consistent framework that weighs multiple factors. You need objective criteria to justify why you’re prioritising lithium battery classification training over general IMDG awareness, for example. Consider the potential consequences if the gap remains unaddressed. A shipping coordinator who cannot complete dangerous goods declarations correctly creates immediate regulatory risk and operational delays. A warehouse operative with weak knowledge of excepted quantities represents lower urgency if your organisation rarely ships those items.

Apply these prioritisation criteria to every gap you documented:

Total the points for each gap to create your priority ranking. Gaps scoring 12 or above require immediate intervention, those scoring 8-11 need addressing within three months, and gaps below 8 can fit into your annual training plan.

Evaluate training vs non-training solutions

Before you design any training programme, verify that training will actually solve the problem. Your training needs analysis process must distinguish between genuine knowledge or skill deficiencies and issues rooted in poor systems, inadequate resources, or unclear procedures. Training cannot fix problems that stem from broken processes or lack of management accountability.

Ask yourself whether the gap exists because people don’t know what to do (knowledge gap), can’t do it properly (skill gap), or choose not to do it (motivation or systems issue). Someone who completes dangerous goods declarations incorrectly despite knowing the regulations might lack a proper template, sufficient time, or clear quality checks. Training that person again wastes resources and frustrates them further. Instead, you need process improvements, better tools, or stronger supervision.

Consider non-training interventions for gaps where training alone won’t succeed:

• Job aids and checklists for complex procedures
• Standard templates for dangerous goods documentation
• Process improvements to eliminate unnecessary steps
• Better tools or equipment (weighing scales, label printers)
• Changed reporting structures or accountability
• Performance management to address motivation issues

Reserve training for genuine knowledge and skill gaps where people need to learn something new or build capability they currently lack.

Your training needs analysis process should recommend training only when training is genuinely the right solution, not as a default response to every performance problem.

Create your prioritisation matrix

Build a simple decision matrix that captures your priority ranking and the intervention type for each gap. This matrix becomes your roadmap for the next 12 months of training activity. List each identified gap, its priority score, whether training is the appropriate solution, and the recommended intervention. Your matrix should also note any dependencies or prerequisites, because some training must happen before other programmes can succeed.

Select appropriate training solutions

Match your training delivery method to the nature of the gap, the number of people affected, and their learning preferences. Your shipping coordinator who needs to master complex IATA documentation benefits from a practical workshop where they complete real declarations under guidance. Your warehouse team who need basic lithium battery awareness can achieve that through a short e-learning module.

Choose from these training formats based on the competency being developed:

• In-person workshops for complex skills requiring hands-on practice
• Virtual classroom for geographically dispersed teams needing interactive learning
• E-learning for knowledge-based content that people can study at their own pace
• On-the-job coaching for role-specific skills with immediate workplace application
• Formal certification programmes (IATA, IMDG, ADR) where regulations require it

Budget constraints often drive your selection, but remember that inappropriate training formats waste money just as surely as unnecessary training. A cheap e-learning course that doesn’t build the required practical skills delivers no value.

Step 5. Build templates, checklists and plans

Your training needs analysis process generates valuable insights, but those insights need translating into practical tools that your team can use repeatedly. You create reusable templates and checklists that standardise how you plan, deliver, and track training across your organisation. These documents capture your methodology so future training needs analyses follow the same rigorous approach, maintaining consistency as your team changes or grows. Well-designed templates also save time because you’re not starting from scratch each cycle.

Create your training plan template

Build a master training plan template that captures every element you identified in Steps 1-4. Your template records the training objective, target audience, identified gaps, priority level, selected solution, delivery method, timeline, budget, and success measures. Each row represents one training intervention, giving you a complete overview of your training programme for the quarter or year ahead.

Your training plan template should contain these essential columns:

Add columns for actual delivery dates and outcomes achieved so your template doubles as a tracking document throughout implementation.

Design competency assessment checklists

Develop standardised checklists for each role that assessors can use when evaluating competency levels. Your checklist breaks down every required competency into observable behaviours or knowledge points that you can mark as present or absent. Someone assessing a shipping coordinator completing a dangerous goods declaration works through your checklist item by item, creating objective evidence of capability or gaps.

Structure your checklist to match real-world tasks:

Shipping Coordinator Competency Checklist: Air Freight Documentation

• Correctly identifies UN number from dangerous goods list
• Selects accurate proper shipping name without abbreviations
• Determines correct hazard class and division
• Identifies packing group when applicable
• Applies correct packing instruction number
• Calculates net quantity per package accurately
• Records gross weight of consignment
• Completes all mandatory shipper declaration fields
• Signs and dates declaration appropriately
• Attaches required labels and marks correctly

Include space for assessor notes beside each item so they can record specific observations or examples of good practice.

Build documentation standards

Create standard operating procedures that define how your organisation runs training needs analyses going forward. Your documentation captures the methodology you’ve developed, the data sources you consult, the assessment tools you use, and the approval process for training plans. This ensures continuity when staff change and provides evidence of due diligence to auditors or regulators.

Your templates transform your training needs analysis process from a one-off exercise into a repeatable system that continuously improves workforce competency.

Document your TNA cycle frequency (annual, bi-annual, or triggered by specific events like regulatory changes), who owns each step, and where completed assessments and plans are stored. Specify how you’ll review and update your competency standards as dangerous goods regulations evolve.

Step 6. Implement, review and refine your TNA

You’ve built your training plan and created your templates in Step 5, but the real value comes from executing that plan effectively and measuring whether it delivers the improvements you need. Your training needs analysis process doesn’t end when you’ve identified gaps and scheduled courses. You must track implementation, evaluate outcomes, and use what you learn to refine your approach for the next cycle. Implementation accountability and systematic review transform your TNA from a planning exercise into a continuous improvement system that strengthens your dangerous goods capability over time.

Roll out your training programme

Follow your prioritised training plan strictly, starting with the highest priority gaps you identified in Step 4. Communicate clearly with each person who needs training, explaining why they’ve been selected, what competencies the training will develop, and how it connects to their role and your organisational goals. Your warehouse operatives need to understand that lithium battery packing training prevents incidents and customer complaints, not that they failed an assessment. Schedule training dates that minimise operational disruption whilst respecting the urgency level you assigned.

Track attendance and completion meticulously using your training plan template from Step 5. Record who attended each session, whether they passed assessments, and any immediate observations about their engagement or capability. Capture completion dates and certification numbers for regulated training like IATA or ADR courses, because you’ll need this information during audits.

Measure training effectiveness

Assess whether your training actually closed the competency gaps you identified. You measure effectiveness at three levels: immediate knowledge gained, behaviour change in the workplace, and impact on operational outcomes. Test participants immediately after training to confirm they’ve learned the content. Then observe them performing their duties 4-6 weeks later to verify they’re applying new skills correctly under real working conditions.

Monitor the operational metrics that prompted your training needs analysis in the first place. If documentation errors triggered training for your shipping coordinators, measure error rates monthly after the intervention. Your incident reports, rejected shipments, and customer complaints should decline if training successfully addressed the root causes. Compare these metrics against your baseline data from Step 3.

Your training effectiveness measures prove that your investment closed genuine gaps rather than just ticking a compliance box.

Review and update your process

Schedule a formal review session three months after completing each training cycle. Gather your operations managers, safety advisors, and training providers to evaluate what worked and what needs improvement. Examine which data collection methods in Step 3 gave you the most valuable insights, whether your prioritisation criteria in Step 4 proved accurate, and if your selected training formats delivered the expected competency improvements.

Update your competency standards and assessment tools when dangerous goods regulations change or your operations evolve. Your training needs analysis process must adapt as IATA releases new lithium battery rules or your organisation enters new markets requiring different certifications. Document these changes in your process standards so your next TNA cycle incorporates the lessons you’ve learned.

Putting your training needs analysis into action

Your training needs analysis process gives you a systematic framework to identify exactly what dangerous goods training your team needs, when they need it, and how to deliver it effectively. You’ve learned how to clarify compliance drivers, map safety critical competencies, diagnose gaps through evidence-based assessments, prioritise interventions by risk and impact, build reusable templates, and measure outcomes that prove your training investment delivers results. The six-step methodology you’ve followed replaces guesswork with rigorous analysis that stands up to regulatory scrutiny.

Start your first training needs analysis within the next two weeks whilst the process remains fresh. Pick a high-impact role like your shipping coordinators or warehouse operatives, work through Steps 1-3 to identify their current gaps, then build a targeted training plan that addresses your most urgent needs first. Your organisation will see measurable improvements in compliance, safety, and operational efficiency when you match the right training to genuine competency gaps.

Ready to deliver the dangerous goods training your team actually needs? Explore Logicom Hub’s comprehensive range of IATA, IMDG, and ADR courses designed specifically for logistics professionals handling hazardous materials.