Despite the pressures over the years to base industrial and commercial training on identified needs, it is still probably true that the majority of training is not the result of thorough training needs analysis (TNA) at the organisational level. There are a number of reasons for this situation, including the relative lack of integration of the training role within the total organisation and the demands placed upon training officers to run courses. One other important reason, however, is that comparatively few training officers have developed the necessary skills to undertake TNA at the organisational level.