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Training is a usual formula for organisations through which employees are introduced to learning, but the challenge lies in identifying the appropriate training needs of employees. The success of a training program depends primarily on the need assessment. The paper discusses the process of competency mapping and focuses on how competency mapping can be used for conducting training need assessment. The paper is an empirical research based on both public and private manufacturing units in India. Primary and secondary data was collected using number of techniques. Gap analysis has been performed for employees and it has also been aimed to verify the changes in competency gaps on applying need based training. On providing need based training, significant difference was measured in the level of competencies of employees. The paper shares a practical insight on the implementation of competency mapping for training need analysis. The research is focused on manufacturing units only, whereas there is a huge scope for it to be implemented in service industries also. The paper is an original piece of research where a model has been designed to resolve training issues of manufacturing industries.

Purpose The main objective in adopting the use of metrics and analytics is to use the expertise of HR professionals in human resource management regarding their understanding of the best way to recruit, select, train, design, motivate, develop, evaluate, and retain employees at an organization to help achieve its goals more effectively. Design/methodology/approach The first and foremost step to generate metrics and analytics strategies in an organization is identification of existing problems faced by them. Owing to the changing environment and global requirement, the labor measurement also changes. The main focus is on the problems faced by the organization and human resources in the working environment. Findings Through the use of human resources measures and workforce analytics, decision-makers will gain the ability to more effectively manage and improve human resources programs and processes. This in turn improves the effectiveness of the workforce and organizational performance. Practical implications Metrics and analytics is a better problem-solving measure in organizations, because in any situations, decisions are made after analyzing the tactical choices. Social implications The development of effective human resource metrics and workforce analytics is likely to be seen in the future as a very important source of competitive advantage. Originality/value The use of human resource metrics and workforce analytics improves organizational effectiveness and strategic decision-making of managers that positively impact the organization’s performance as a whole.