Employee training needs analysis

Employee training needs analysis

The so-called training needs analysis refers to the planning and design of each training activity before the training department, supervisors, staff, etc. to take a variety of methods and techniques for a variety of organizations and their members of the objectives, knowledge, skills, etc. to carry out a systematic identification and analysis in order to determine the need for training and the training content of a kind of activities or processes. Training needs analysis is a prerequisite for determining training objectives, designing training planning, and is the basis for training evaluation, so it is the key to good training. How to carry out training needs analysis, generally speaking, should be from the following aspects of the hands:

1.

Organizational analysis of training needs is mainly through the analysis of the organization's goals, resources, attributes, environment and other factors, to accurately identify the problems of the organization and the root causes of the problems to determine whether training is the most effective way to solve such problems. Generally speaking, organizational analysis mainly includes the following important steps:

(1) Organizational goal analysis. Clear, clear organizational goals both on the development of the organization plays a decisive role, but also on the design and implementation of training planning plays a decisive role, organizational goals determine the training objectives. For example, if an organization's goal is to improve the quality of products, then training activities must be consistent with this goal. If the organization's goals are ambiguous, the design and implementation of training planning becomes very difficult.

(2) Analysis of organizational resources. Without identifying the human, material and financial resources that can be utilized, it is difficult to establish training objectives. Organizational resource analysis includes a description of the organization's resources such as money, time, and manpower. The funds available to the organization will affect the scope and depth of the training. -Time. Time is money for the organization, and training takes a considerable amount of time; if time is tight or not properly arranged, it will most likely result in sketchy training results. -Manpower. Knowledge of the organization's manpower situation is very important and is a key factor in deciding whether to train or not. The manpower status of the organization includes: number of staff, age of staff, attitude of staff towards the job and the unit, skill level and knowledge level of staff, performance of staff, etc.

(3) Analysis of organizational traits and environment. Mainly includes the following:

System traits. Refers to the organization's input, operation, output, sub-system interaction and communication with the external environment between the qualities, so that managers can systematically face the organization, to avoid the lack of bias in the analysis of the organization.

Cultural qualities. Refers to the organization's hardware and software facilities, rules and regulations, systems, the way the organization operates, and the special style of dealing with the members of the organization, so that managers can understand the organization in depth, rather than just stay on the surface.

Information dissemination qualities. Refers to the division of labor and operation of organizational departments and members of the collection, analysis and transmission of information, prompting managers to understand the characteristics of the organization's information transmission and communication. An understanding of the above issues and traits will help managers and training departments to gain a full and true understanding of the organization.

2. Job analysis.

The purpose of a job analysis is to understand the details of the job as it relates to performance issues, the criteria, and the knowledge and skills required to perform the job. The results of a job analysis are also an important source of information for the design and development of future training programs. Job analysis can be divided into two types according to the different purposes of analysis:

(1) general job analysis. Its content is: job profile - mainly explain the nature and scope of a job, so that the reader can quickly establish a more correct impression. Its contents include: the name of the work, location, unit, effective and cancel the date, analyzers, approvers and other basic information. Work list - work list is the content of the work to the main body of the work unit, and the way to the combination of columns, so that the reader can read the work at a glance.

(2) special job analysis. Special job analysis can be divided into the following items: procedural job analysis. Procedural work is to have a fixed starting point, a certain sequence of work steps and fixed end point and other characteristics. Procedural job analysis emphasizes the interaction between workers and artifacts. Procedural job analysis is to provide a basis for employee training and training evaluation by recording in detail the name, characteristics, standards, knowledge and skills, safety and precautions, and complete operating procedures of the work unit.

3. Worker analysis.

Worker analysis is mainly through the analysis of the individual staff of the existing situation and should be the gap between the situation, to determine who needs and should receive training and training content. Worker analysis focuses on evaluating the actual performance and competencies of staff. It includes the following items:

(1) Individual appraisal performance records. Mainly includes the staff's ability to work, usual performance (leave, slacking off, complaining), accidents, participation in training records, leaving (transfer) job interview records and so on.

(2) Employee self-assessment. Self-assessment is based on the employee's work list, by the employee for each unit of work achievement, related knowledge and related skills to truly self-assessment.

(3) Knowledge and skills test. This is a practical or written test of the staff's real work performance.

(4) Staff attitude assessment. The staff's attitude towards work not only affects their knowledge and skills, but also affects their interpersonal relationships with colleagues and their relationships with customers or clients, which in turn directly affects their work performance. Therefore, the use of orientation tests or attitude scales can help to understand the work attitude of employees.

4. Strategic analysis of training needs.

Traditionally, it is customary to focus training needs analysis on the level of individual and organizational needs, and as a basis for the design of training planning. Generally speaking, focusing on individual and organizational needs, is often more sensitive to the organization's past and present needs. However, when the organizational situation has changed significantly, the kind of needs analysis that focuses on the past and present will cause ineffective application of organizational resources. But now this situation has changed dramatically, the future analysis of training needs, i.e., strategic analysis, has been more and more attention and has been mentioned as an important strategic position. Strategic analysis of training needs, including the following aspects:

(1) the change in organizational priorities. Factors that cause a change in organizational priorities are varied, including:

The introduction of new technologies. Such as the improvement of data processing capabilities to revolutionize the structure, function and nature of the organization.

Financial constraints. Faced with financial constraints, organizations at all levels have reduced their planning to unprecedented levels or simply discontinued it altogether.

Discontinuation, fragmentation, or merger of organizations. With changes in the external environment, the tasks undertaken by the original organization have been completed or simply don't exist, which necessitates the elimination of the organization. Splitting or merging refers to the division of a unit into several units or the merger of several units into a single unit, the center of gravity of the work has shifted.

The emergence of various temporary and sudden tasks. Changes in the external environment, causing the emergence of a variety of temporary, sudden tasks, the need to establish a new organization, or change the original organization to solve these tasks.

The `change of the above factors, the training department in the training needs analysis can not only consider the current needs and established in the past tendency based on the provision of services, it must be forward-looking. It must determine future needs and prepare for them, even though they may be quite different from present needs.

(2) Personnel forecasting. Since most of the organization's budget is spent on the personnel department, personnel forecasting is important. Personnel forecasting mainly includes demand forecasting and supply forecasting. Demand forecasting mainly looks at the number of personnel an organization needs and the skills these personnel must possess. For stable organizations, past tendencies are undoubtedly an indicator of future needs, while for organizations undergoing great change, past tendencies need to be determined only in conjunction with other forecasting techniques to determine future needs. Supply forecasting should look not only at the number of personnel likely to be on the job, but also at the state of the skills possessed by those personnel in order to provide a basis for hiring, training and retraining of personnel. In the personnel forecasting process, should also pay attention to and play the role of experts in all aspects, and pay attention to seek the views of the staff, so that the training needs analysis is practical and feasible, can truly reflect the future development of the organization.

(3) organizational attitude survey. In the strategic analysis of training needs, it is also useful to collect the attitudes and satisfaction of all staff members towards their work, compensation, relief, colleagues, etc.. This is because a survey of organizational attitudes can help to identify the areas of the organization where training is most needed; whether methods other than training are needed; and it can also identify and validate areas that impede change and oppose training. In general, understanding staff attitudes and satisfaction with the organization should be based on areas of interest. For example, depending on their level of satisfaction with the organization, staff members' attitudes and perceptions of the organization can be indicated. The compensation I receive is substantial. I set clear questions for those for whom I report. There is a sense of trust and openness in my work group. I feel proud to tell people I work for the organization.

The survey gives us a clear picture and a sense of: Does anyone think there is a lack of skills in the organization, either individually or as a group? Is there a perception that the organization lacks harmonious relationships and management skills? Is the organization perceived to be complex? Are organizational and individual interests perceived as aligned or conflicting? Different answers to these questions will result in different training and organizational development. If it is a question of technical competence, then traditional training is appropriate; if it is a question of interpersonal relationships, then management training is needed; if it is a question of perceptual identity, then organizational goals need to be redefined or interpreted; and if it is a question of poor congruence between the staff member and the organization, then career development needs to be strengthened. In short, the analysis of organizational attitudes is very important to the organization's training and development planning.