Master Class on Strategic TNA & Competency Mapping (McSTNACM) 1st Batch for Nepal

This module sets the conceptual and strategic foundation for the whole master class. Participants look at how TNA has evolved from a routine collection of training requests into a structured business diagnostic, and why so much training fails to change performance. The module introduces the MAPS Capability Framework and places root cause diagnosis at the centre of TNA practice. The key discipline is separating training needs from performance problems caused by process, systems, motivation or management.

This module anchors TNA in the business. Participants learn to read strategy documents, KPI dashboards and workforce plans, and to translate them into the capabilities the organisation needs to succeed. The emphasis is on building a clear line of sight from strategic goals to KPIs, from KPIs to critical capabilities, and from capabilities to learning priorities, so that every TNA finding can be defended in business terms.

This module builds the backbone of competency mapping: the competency framework. Participants learn how to structure a competency architecture made up of clusters, core, functional and leadership competencies, behavioural indicators and proficiency scales. They design competency dictionaries that are clear, observable and measurable, and learn how to validate frameworks so they are trusted and used across recruitment, performance, development and succession.

This module applies the competency framework to real jobs. Participants learn job analysis techniques to understand roles, group jobs into role families and career levels, and map required competencies and proficiency levels to each role. The module produces the role profile and role-competency map, the reference standards against which proficiency will later be assessed and gaps measured.

This module focuses on measuring current proficiency accurately and fairly. Participants examine the full range of competency assessment methods, including self and manager ratings, 360° feedback, behavioural interviews, knowledge and skills tests, work samples and assessment centres. They learn how to choose the right method for each competency, calibrate ratings, and control for bias so that assessment data can be trusted for TNA decisions.

This module converts competency data into insight. Participants build skill matrices comparing required and current proficiency, calculate gap scores and gap indices, and aggregate results by individual, role, department and organisation. They learn to visualise capability gaps through heat maps and dashboards that show leaders where critical risks sit, turning competency mapping into a practical decision tool.

This module takes the TNA lens to the whole organisation. Participants learn to conduct capability audits that assess whether the organisation has the collective capabilities needed for its strategy, change agenda and future operating model. Topics include leadership bench strength, culture-driven needs, digital readiness, benchmarking and succession risk, giving decision makers a strategic view of capability.

This module diagnoses training needs at the level of work itself. While Module 4 builds role profiles, this module examines how critical tasks are actually performed against standards. Participants learn critical task analysis, performance standard setting and task- level gap diagnosis, including SOP adherence, error analysis and on-the-job observation. The focus is on pinpointing where task performance falls short and why.

This module focuses on the individual employee. Participants learn to interpret appraisal results, 360° feedback, competency assessments and behavioural evidence to identify precise development needs. They design Individual Development Plans (IDPs), decide between training, coaching, mentoring and experiential learning, and link individual needs to career paths and succession plans, while respecting confidentiality and fairness.

This module equips participants to gather and analyse TNA evidence professionally. Participants design surveys, interview guides, focus group protocols and observation checklists, and learn how to ensure reliability, validity and ethical data use. They analyse qualitative and quantitative data, triangulate across sources and use digital tools to collect and process TNA data for workforces of any size.

This module turns diagnosed needs into a ranked investment agenda. Participants apply weighted scoring models, priority matrices, risk-based ranking and cost-benefit analysis to decide which needs to address first. They estimate training ROI, build analytical dashboards and learn to recognise and reduce bias in quantitative analysis, so that prioritisation decisions are objective and defensible.

This final module brings the MAPS journey to decision point. Participants learn to structure consultant-grade TNA reports, design executive dashboards and build a phased, KPI-linked learning roadmap that includes non-training recommendations. They practise evidence-based storytelling, handling executive objections and securing commitment, then apply everything in an integrated capstone report and presentation.