Training demand analysis should be carried out from the perspectives of organization, work and individual.
First, analyze the training needs at the organizational level. The organizational analysis of training needs is based on organizational objectives, structure, internal culture, policies, performance and future development. , analyze and find out the problems existing in the organization and their root causes, so as to determine whether training is an effective method to solve such problems, and which departments and businesses in the whole organization need to implement training;
Secondly, carry out job analysis. Job analysis of training needs refers to understanding the necessary conditions for employees to effectively complete a job, finding out the gap, determining the training needs and making up for the shortcomings by consulting job descriptions or analyzing in detail what skills are needed to complete a job;
Finally, do a personal analysis. Personal analysis is to compare the current level of employees with the expected future requirements for employees' skills and find out whether there is a gap between them.
As the target of training is employees, whether the training can be done well depends on many factors. Training is not everything. Training should pay attention to costs and benefits, so it depends on whether training can promote the expected change of employees' personal behavior. If the existing problems cannot be solved through training, there is no need for training; If the existing problems can be solved through training, conduct employee training and design specific training programs.
(B) to develop a training plan
1. Setting of training objectives. The setting of employee training objectives depends on the analysis of training needs. Through analysis, we have made it clear that employees need to engage in a certain position in the future. If they want to be engaged in this position, there is a certain gap between the functions of existing employees and their expected positions, and eliminating this gap is our training goal. Training objectives in enterprises: improve employees' role awareness, acquire knowledge, improve skills and change attitudes and motivations in enterprises. With the goal, the specific content of training can be determined, and the effect can be evaluated against this goal after training.
Training objectives are also divided into different levels, such as what do you want employees to know after training? What do you want employees to do after passing the training? What changes do you want employees to make after passing the training? These expectations are based on the analysis of training needs. Through the analysis, we can understand the current situation of employees, know what knowledge and skills employees have and what aspects they need to be trained. A clear goal helps to set the correct training direction.
For trainers, once the training goal is established, they can make their own teaching plan and content according to this goal; For employees participating in the training, if they have a goal, they will study hard to achieve this goal and achieve twice the result with half the effort.
2. Selection of training content. After clarifying the purpose and expectation of training, we must determine the content of training. Although there are many specific training contents, in general, the training contents include three levels, namely knowledge training, skill training and quality training. What level of training content enterprises should choose should be based on the analysis of training needs. Generally speaking, managers prefer knowledge training and quality training, while employees prefer knowledge training and skills training.
3. Determine the lecturers for training. Leaders in organizations are more suitable to be training lecturers. They have both professional knowledge and valuable work experience, which can ensure that the training content is related to the work and the needs of employees. Employees with special knowledge and skills can also guide training. When employees train employees, on the one hand, they know more about employees because of frequent contact; On the other hand, it is easier to form a group, which is conducive to the development of training, and students will be more likely to receive training.
When the organization is busy or there is no suitable person to guide the training, then it is necessary to use external training resources. Sometimes, a person with excellent work performance is not necessarily a good trainer, because training needs to pay attention to certain skills. Trainers invited from outside often do training, understand the methods and skills of training, and formulate training suitable for employees of this enterprise according to the organization's situation, which brings richer content and broadens the knowledge level of employees. However, external training resources also have their shortcomings: on the one hand, external personnel need to spend time and energy to understand the organization's situation and specific training needs, which will increase training costs; On the other hand, using external personnel training, the leaders of the organization will be irresponsible for the specific training process. In addition, some trainers do not devote themselves to the training work, just to make money and cope with enterprises, so the training effect will be affected.
4, determine the employees to participate in the training. The training of new employees is to introduce the rules and regulations, culture and business of the organization to employees before they join the job. Ordinary employees can take on-the-job training or off-the-job training. No matter which training method is adopted, knowledge training, skill training and quality training are all contents, and different training objects are determined by the different contents of knowledge training, skill training and quality training.
When determining the training target, we should also consider: first, see if these people are interested in training. If they are not interested, they should not be trained. If they are not enthusiastic, the effect will certainly not be very good; Secondly, it depends on his personality characteristics. Some personalities are born. Even if he can master the required knowledge and skills through training, he is still not suitable for this job, so he needs to change his job instead of training. Comprehensively consider the training content and training objects, and finally determine the training objects.
5. Selection of training time. Training time should be selected when employees need training. For example, when an enterprise recruits new employees, most new employees should be familiar with the enterprise and work through training. Even though new employees have strong working ability, there are differences in different organizations and jobs, and they must be made aware of this difference through training. Due to the change of external environment, it is necessary to train employees, such as introducing new equipment and training employees with new technologies; Buying new software requires employees to learn how to install and use it; When employees are promoted or change jobs, promotion or rotation will create new requirements. In order to adapt to the new job, employees need to receive training.
When doing training demand analysis, determine what knowledge and skills need to be trained, make a timetable for the training of these knowledge and skills according to past experience, determine the training time, and finally determine the training date.
6. Innovative training methods. There are many training methods, such as lectures, demonstrations, cases, discussions, audio-visual, role-playing, etc., each with its own advantages and disadvantages. Therefore, enterprises often use several methods in training.