A study investigated the use of training needs assessment (TNA) by training and development practitioners in business and industry. It allowed for an assessment of both real TNA (practitioners' knowledge, observation, and experience) and ideal TNA (the literature and experts' opinions). A literature review focused on the concept of TNA, relationship of training to organizational objectives, and techniques that can be used in TNA. The sample of 210 individuals whose titles implied authority over training issues and directions within their organizations were chosen from members of the American Society of Training and Development, Southern Minnesota Chapter in the 1989 membership directory; 103 responded. The "sample discrepancy-format response mode" format was used for the questionnaire. Data were analyzed using descriptive statistics, matched pair T-test, analysis of variance, and chi-square test. The literature and experts indicated that if TNA is to have the desired impact, it should be systematic, continuous, performance related, client oriented, related to the organization's goals and objectives, flexible, timely, documented, and measurable. Despite the potential benefit, 26.5 percent did not use TNA. Twenty percent used the intuition of training staff as a foundation for training programs. TNA factors considered by 88 percent or more of respondents were centered around the components of job requirement analysis rather than factors of organization needs. (Appendixes include a list of 61 references and the interview questions and instrument.) (YLB)