When the organization is reorganized,
When the company's new goals are determined.
People have changed and the social environment has changed.
When the work content changes
When the new management mode begins.
When a new task comes.
When the market/customers change
Many enterprises attach great importance to training and invest a lot of manpower, material resources and financial resources, but in fact, most of them have not achieved the expected results. Over time, not only the leaders of enterprises are skeptical about the training, but even the students who enthusiastically participated in the training at the beginning will become numb. This is because when selecting training programs, an important link-determining training needs is ignored.
If training itself is an investment, then determining the training demand is to determine the investment project. A good investment project selection will inevitably bring good return on investment. If the project selection is wrong, it will cause great waste of manpower, material resources and financial resources. More specifically, whether the real training needs of enterprises can be found is the most important factor to determine the training effect.
Training needs vary from person to person.
The training plan of an enterprise cannot be generalized. If people at different levels are trained with the same content, the training effect will definitely be bad. The reason is that even in the same company, people at different levels will have different training needs at the same time. It is not scientific enough to make training project decisions only according to the stage of the company or the implementation of new projects. To provide training, we must tailor our measures to find out the different training needs of people in different positions and at different levels.
Three elements of determining training needs
First, organizational analysis. According to the conditions of the company's business strategy, determine the corresponding training, provide available resources for training, and obtain the support of managers and colleagues for training activities. Organizational analysis includes analyzing the company's development plan and organizational goals.
Second, job analysis. Also known as task analysis, it analyzes the importance of each task in the job itself and the requirements of various important tasks for the skills and knowledge of the incumbent, which can be completed through job descriptions and job descriptions. The final result of task analysis is a detailed description of related work activities, including the knowledge, skills and abilities required by staff to perform and complete tasks.
Third, personnel analysis. The purpose is to find out the reasons for the unsatisfactory work performance. We know that there are many reasons that affect a person's work performance, and the lack of personal knowledge and skills can be improved through training. Work attitude, motivation, system and other reasons (such as outdated machinery and equipment) can not be solved by training. Therefore, when analyzing personnel, we must get out of a misunderstanding that training is a panacea to solve all problems. In practice, organizational analysis is usually carried out first, because it is related to whether the training is suitable for the company's strategy and whether the company is willing to invest time and money in training. Personnel analysis and task analysis are often carried out at the same time, because it is difficult to determine whether the performance can not meet the requirements without understanding the task and working environment.