The organizational analysis of training demand is mainly to find out the existing problems and the root of the problems through the analysis of the organization's objectives, resources, characteristics and environment, so as to determine whether training is the most effective way to solve such problems. The organizational analysis of training needs involves all the components in the organization that can affect the training plan, including the inspection of organizational objectives, the evaluation of organizational resources, the analysis of organizational characteristics and environmental impact. The purpose of organizational analysis is to find out the performance problems and their causes on the basis of collecting and analyzing organizational performance and organizational characteristics, and find possible solutions to provide reference for training departments. Generally speaking, organizational analysis mainly includes the following important steps: (1) organizational goal analysis. Clear and definite organizational goals not only play a decisive role in the development of the organization, but also in the design and implementation of the training plan. Organizational goals determine the training objectives. For example, if an organization's goal is to improve product quality, then training activities must be consistent with this goal. If the organizational objectives are vague, it is very difficult to design and implement the training plan. (2) Analysis of organizational resources. If the available human, material and financial resources are uncertain, it is difficult to establish training objectives. The analysis of organizational resources includes the description of the organization's resources such as funds, time and manpower. Generally speaking, through the analysis of the following questions, we can understand the resource profile of an organization. (3) Analysis of organizational characteristics and environment. Organizational characteristics and environment also play an important role in the success of training. Because, when the training plan is inconsistent with the values of the organization, the effect of training is difficult to guarantee. The analysis of organizational characteristics and environment is mainly the understanding of organizational system structure, culture and information dissemination. Mainly includes the following contents:

System characteristics. It refers to the input, operation, output, subsystem interaction and communication with the external environment of the organization, so that managers can systematically face the organization and avoid the lack of generalization in organizational analysis.

Cultural characteristics. Refers to the organization's soft and hard facilities, rules, systems, the way of organization operation and the special style of organization members, so that managers can understand the organization in depth, rather than just staying on the surface.

Characteristics of information dissemination. Refers to the division of labor and operation of information collection, analysis and transmission between organizational departments and members, so that managers can understand the characteristics of organizational information transmission and communication. Second, job analysis.

The purpose of job analysis is to understand the detailed contents and standards of work related to performance issues, and the knowledge and skills that should be possessed to complete the work. The result of job analysis is also an important source of information for designing and compiling related training courses in the future. Job analysis requires the active participation of experienced employees to provide complete job information and data. Job analysis can be divided into two types according to the purpose of analysis: (1) general job analysis. The main purpose of general job analysis is to enable anyone to quickly understand the nature, scope and content of the job and serve as the basis for further analysis. General job analysis includes:

Brief introduction of a job-mainly describes the nature and scope of a job so that readers can quickly establish a more correct impression. Its contents include: job name, location, unit, effective and cancelled dates, analysts, auditors and other basic information. Work list-the work list takes the work unit as the main body, and combines the work contents in columns to make the readers know the work contents at a glance. Each work unit can be filled with supplementary information, such as the nature of each work, the importance of working frequency, etc. , which is conducive to employees' work, management's job evaluation and special job analysis. (2) Special job analysis. Special work analysis is based on each work unit in the work list, and discusses and records its work details, standards and required knowledge and skills in detail for each unit. Due to the different characteristics of each work unit, special work analysis can be divided into the following items: procedural work analysis. Procedural work is characterized by a fixed starting point, a certain sequence of work steps and a fixed end point. Procedural job analysis mainly emphasizes the interaction between workers and tools. Procedural job analysis provides a basis for employee training and training evaluation by recording the name, characteristics, standards, necessary knowledge and skills, safety and precautions, and complete operating procedures of the work unit in detail. Procedural job analysis. There is no fixed working procedure for programmed job analysis, which requires higher understanding and application of working principles. Its work mainly emphasizes the interaction between workers and the system. A complete procedural job analysis can be divided into four parts in turn.

System flow analysis-mainly uses the concepts and symbols of computer flow to describe the relationship between important components of the system, and explains the basic principles behind the system with simple words. System component analysis-mainly lists the correct names and functions of each component in the system, so as to establish workers' cognition, reduce communication barriers and serve as the basis for maintenance. Program analysis-mainly discusses the running process in the system, focusing on understanding how the system works normally. The analysis contents include system status, special standards, indicators, operation, impact, etc. Maintenance analysis-mainly discusses how to repair and eliminate the diagnosis process and knowledge needed for abnormal operation of the system. Maintenance analysis focuses on the knowledge needed for diagnosis and analysis and the knowledge and skills of instruments that must be used in the diagnosis process. The content of maintenance analysis should have knowledge, possible faults, causes and corrective measures. Analysis of knowledge work. Knowledge-based work belongs to the work behavior of internal thinking, which can be said to be the communication and interaction between people or between people and knowledge, and the rational thinking, communication and coordination based on intangible knowledge to meet the needs of work. Knowledge-based job analysis is a research process, which can help managers identify important knowledge that affects job performance.

Job analysis is the most complicated part of training demand analysis. However, only by making an accurate analysis of the work and taking this as the basis, can we compile a training course that truly conforms to the enterprise performance and special working environment. Third, employee analysis

Worker analysis is mainly to determine who needs and should receive training and the content of training by analyzing the gap between the existing situation and the situation of individual workers. The focus of workers' analysis is to evaluate employees' actual work performance and work ability. It includes the following items: (1) Personal appraisal performance record. It mainly includes employees' working ability, usual performance (leave, slack, complaints), accidents, training records, resignation (job transfer) interview records, etc. (2) Employee's self-evaluation. Self-evaluation is based on the employee's work list, and employees truly evaluate the work performance, related knowledge and related skills of each unit. (3) Knowledge and skills test. The real performance of employees has been tested by actual operation or written test. (4) Employee attitude evaluation. Employees' attitude to work not only affects their learning and application of knowledge and skills, but also affects their interpersonal relationship with colleagues and their relationship with customers or clients, and then directly affects their work performance. Therefore, using orientation test or attitude scale is helpful to understand employees' work attitude.