A. briefly describe the reasons for training needs.

Effective training demand analysis is based on the effectiveness analysis of training demand reasons, and the direct analysis of training demand reasons is related to the pertinence and effectiveness of training demand analysis. The reasons for training needs can be roughly divided into the following three categories:

1, training needs due to job changes

2. Training needs arising from personnel changes.

3. Training needs caused by performance changes.

B. How to assess training needs (staff training)

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C. Influencing factors of enterprise employee training evaluation

What exactly are you asking? The factors that affect the evaluation of employee training or the evaluation factors that affect employee training?

D. What are the eight factors that affect enterprise training courses?

The effect of enterprise training is influenced by many factors, which basically run through the whole process of training, mainly in the following aspects:

1, training content, whether the training course content is targeted, this is considered from the answers to two questions. Whether it is needed by the organization-whether the training content is suitable for enterprise strategy, business or change; Is it what employees need? —— The training content can meet the job needs of the post. If employees don't have it, it can help employees solve work problems.

2. Training implementers are the organizers and implementers of the whole training, mainly engaged in the investigation and analysis of training needs, the determination of training content, the selection of training methods, the arrangement of training courses and the specific implementation of training. Therefore, the quality of personnel directly affects the effect of training. In addition to having the necessary professional qualities, trainers should also have a clear understanding of business activities, development direction and employees.

3. Training methods: full-time, full-time and half-day training methods; There are also long-term and short-term points; According to its teaching form, it can be divided into knowledge lecture, case discussion, scenario simulation, team interaction and so on. These should be based on different training objects and contents, and conform to the characteristics of the training objects receiving training contents.

4. Training opportunities. From the demand point of view, the higher the employee's desire for training content, the more obvious its effect; Grasping the training opportunity can improve the effect after training. For example, with the adjustment of strategic business, employees need to be trained in new knowledge and vocational skills, so there is a problem of choosing training opportunities.

5. Training scale refers to the number of participants in each training course, which will have an impact on the training course mode, training place (environment) and training course cost.

6. Trainer, the trainer is the main body of training, and his knowledge richness, language expression and teaching form all have an impact on the training effect. The training course teacher can come from inside or outside the enterprise, and his choice is mainly influenced by the training content and training cost.

7. Training cost, how many things to do with how much expenditure, is the basic starting point of training cost must be considered. As far as enterprises and employees are concerned, the training needs are various. How to organize and arrange training contents and methods within the existing training cost range to achieve the best training effect?

8. Training place and environment. Training places can be divided into domestic and foreign, domestic and foreign, domestic and foreign. The specific environment can be divided into big environment and small environment, quiet environment and noisy environment. Enterprises should combine many negative factors and choose a good place and environment. Enterprises should guard against the forms of fake training courses and real tourism when carrying out foreign training courses.

E. What are the internal factors that affect employee training?

The internal factors affecting employee training are as follows:

First, the training plan is not scientific enough.

As a systematic project of human resources development, training should be planned and targeted. However, at present, the training work of most enterprises in China lacks scientific and reasonable arrangements, mainly in the following aspects: the training work lacks scientific training demand analysis and only meets immediate interests and short-term needs; Long-term training and short-term training together, lack of systematic arrangements, can not achieve the expected results; Training lacks foresight, and enterprise talent demand forecasting and talent planning are not in place; It is difficult for employees to participate in designing training plans, and their enthusiasm for participating in training is low.

Second, the training results lack the transformation environment.

When employees return to work after training, they need an environment that can transform the training results into enterprise benefits. Only with the support of superior leaders, communication and mutual assistance among colleagues, support of funds, supporting facilities and related policies, and coordination of time can the training effect be effectively transferred to practical work. However, in the real working environment, leaders often don't support, colleagues don't cooperate, funds are tight, time is tight, etc., which leads to the phenomenon of low conversion rate of training effect, which makes enterprises only see training and can't see the effect.

Third, the training methods and techniques are backward.

The training of employees in most enterprises is mainly based on "classroom teaching", and the training is often centered on teachers, and there is a lack of communication between the two sides. This traditional training method is far from the effect of "case teaching method", "group discussion method" and "module training mode" adopted by developed countries in Europe and America. Moreover, the training methods are mostly limited to the three-stage mode of "teacher speaking, student listening and examination", and enterprises rarely invite experts to hold technical training courses and special lectures, especially state-owned enterprises that train employees through modern computer network technology.

Fourth, the training content is backward.

There are many contents of enterprise training, which generally consists of three parts: knowledge training, skill training and attitude training. Enterprise training in our country mainly stays in the training of employees' knowledge and skills, and it is not done enough in other aspects such as the inheritance of enterprise culture, the enhancement of enterprise cohesion and the stimulation of employees' work enthusiasm, which leads to only paying attention to it.

Training effect skills training, ignoring attitude training. Although the skills of employees have been greatly improved, they lack correct working attitude and excellent professionalism. The end result is that the staff turnover rate remains high and the training investment of enterprises is wasted.

Five, the training effect will not be evaluated.

The training of most enterprises only pays attention to the on-site conditions at the time of training, for example, it only evaluates superficial things such as the organization of training and the performance of trainers, but does not evaluate the impact of training on employee behavior and even the overall performance of the company.

F. What are the factors that affect the training effect of enterprises?

(1) There are many misunderstandings. The wrong views held by enterprises on employee training are as follows: training is useless, that is, training is a waste of time and money, complaining that training only blooms without results; Limited effect theory, that is, the training effect is not obvious, the potential effect is not economical at present, and the training investment is reduced in order to save costs unilaterally; Training risk theory, that is, the quality and skills of employees have improved after training, and people are more likely to flow out of the enterprise. Employees are also biased against training. Many employees think that training is just an enterprise putting on airs and engaging in * * *, which has no practical help to the development of enterprises and their own growth. (2) The training plan is not scientific enough. As a systematic project of human resources development, training should be planned and targeted. However, at present, the training work of most enterprises in China lacks scientific and reasonable arrangements, mainly in the following aspects: the training work lacks scientific training demand analysis and only meets immediate interests and short-term needs; Long-term training and short-term training together, lack of systematic arrangements, can not achieve the expected results; Training lacks foresight, and enterprise talent demand forecasting and talent planning are not in place; It is difficult for employees to participate in designing training plans, and their enthusiasm for participating in training is low. (III) Lack of environment for transforming training results Employees need an environment that can transform training results into enterprise benefits after returning to work. Only with the support of superior leaders, communication and mutual assistance among colleagues, support of funds, supporting facilities and related policies, and coordination of time can the training effect be effectively transferred to practical work. However, in the real working environment, leaders often don't support, colleagues don't cooperate, funds are tight, time is tight, etc., which leads to the phenomenon of low conversion rate of training effect, which makes enterprises only see training and can't see the effect. (D) Backward training methods and techniques. The training of employees in most enterprises is mainly based on "classroom teaching", and the training is often centered on teachers, and there is a lack of communication between the two sides. This traditional training method is far from the effect of "case teaching method", "group discussion method" and "module training mode" adopted by developed countries in Europe and America. Moreover, the training methods are mostly limited to the three-stage mode of "teacher speaking, student listening and examination", and enterprises rarely invite experts to hold technical training courses and special lectures, especially state-owned enterprises that train employees through modern computer network technology. (5) The training content is backward. There are many contents of enterprise training, which generally consists of three parts: knowledge training, skill training and attitude training. Enterprise training in our country mainly stays in the training of employees' knowledge and skills, and it is not done enough in other aspects such as the inheritance of enterprise culture, the enhancement of enterprise cohesion, and the stimulation of employees' enthusiasm for work, which leads to only paying attention to training effects and skills training and ignoring attitude training. Although the skills of employees have been greatly improved, they lack correct working attitude and excellent professionalism. The end result is that the staff turnover rate remains high and the training investment of enterprises is wasted. (VI) Lack of supervision and evaluation of training effect Most enterprises only pay attention to the site conditions of training at that time. For example, they only evaluate the most superficial things such as the organization of training and the performance of trainers, but do not evaluate the impact of training on employee behavior or even the overall performance of the company.

G. What are the main aspects of employee training demand analysis?

First, the hierarchical analysis of training needs

1, prospective analytic hierarchy process. In order to analyze the future, the human resources department began to consider the factors that changed the organizational priorities. )

2. Organizational hierarchy analysis. (find out the problems existing in the enterprise and determine whether to train, and investigate the enterprise goals and factors affecting the goals. )

3. Analysis of employees' personal level. (Analysis of the gap between personal actual performance and performance standards on employee skill requirements. Based on employee performance, skills test and personal needs questionnaire. )

Second, the training needs of the object analysis

1. Analysis of the training needs of new employees: Task analysis is usually used for the training of corporate culture, systems and positions.

2. On-the-job employee training needs analysis: Performance analysis is usually used for training new technologies and skills.

Third, the stage analysis of training needs

1. Analysis of current training needs. (Existing problems and deficiencies. )

2. Analysis of future training needs. (The need of future development. )

3. Ability requirements.

(7) Briefly describe the factors that affect the training needs assessment.

The reasons for training needs can be roughly divided into the following three categories.

1, training needs due to job changes

Enterprises are in a constantly changing environment, and the work content of different positions will also change accordingly. In order to adapt to this change, training needs will arise.

2. Training needs arising from personnel changes.

No matter what kind of work employees used to do, when they enter a new enterprise or a new field of work, training is their first choice in order to get into the working state as soon as possible and achieve better work performance.

3. Training needs caused by performance changes.

It is an enterprise's hope to achieve established or better performance, but some employees will have a certain gap between their present situation and their due situation for various reasons, which also produces relevant training needs.

H. What are the factors that generate the training needs of enterprises?

The main reasons are:

(A) the lack of supervision and evaluation of the training effect

The training of most enterprises only pays attention to the on-site conditions at the time of training, for example, it only evaluates superficial things such as the organization of training and the performance of trainers, but does not evaluate the impact of training on employee behavior and even the overall performance of the company.

(B) the training plan is not scientific enough

As a systematic project of human resources development, training should be planned and targeted. However, at present, the training work of most enterprises in China lacks scientific and reasonable arrangements, mainly in the following aspects: the training work lacks scientific training demand analysis and only meets immediate interests and short-term needs; Long-term training and short-term training together, lack of systematic arrangements, can not achieve the expected results; Training lacks foresight, and enterprise talent demand forecasting and talent planning are not in place; It is difficult for employees to participate in designing training plans, and their enthusiasm for participating in training is low.

(C) training results lack of transformation environment

When employees return to work after training, they need an environment that can transform the training results into enterprise benefits. Only with the support of superior leaders, communication and mutual assistance among colleagues, support of funds, supporting facilities and related policies, and coordination of time can the training effect be effectively transferred to practical work. However, in the real working environment, leaders often don't support, colleagues don't cooperate, funds are tight, time is tight, etc., which leads to the phenomenon of low conversion rate of training effect, which makes enterprises only see training and can't see the effect.

(D) Backward training methods and techniques

The training of employees in most enterprises is mainly based on "classroom teaching", and the training is often centered on teachers, and there is a lack of communication between the two sides. This traditional training method is far from the effect of "case teaching method", "group discussion method" and "module training mode" adopted by developed countries in Europe and America. Moreover, the training methods are mostly limited to the three-stage mode of "teacher speaking, student listening and examination", and enterprises rarely invite experts to hold technical training courses and special lectures, especially state-owned enterprises that train employees through modern computer network technology.

(E) the training content is backward

There are many contents of enterprise training, which generally consists of three parts: knowledge training, skill training and attitude training. Enterprise training in our country mainly stays in the training of employees' knowledge and skills, and it is not done enough in other aspects such as the inheritance of enterprise culture, the enhancement of enterprise cohesion and the stimulation of employees' work enthusiasm, which leads to only paying attention to it.

Training effect skills training, ignoring attitude training. Although the skills of employees have been greatly improved, they lack correct working attitude and excellent professionalism. The end result is that the staff turnover rate remains high and the training investment of enterprises is wasted.

(A) the lack of supervision and evaluation of the training effect

The training of most enterprises only pays attention to the on-site conditions at the time of training, for example, it only evaluates superficial things such as the organization of training and the performance of trainers, but does not evaluate the impact of training on employee behavior and even the overall performance of the company.

First, the influencing factors of training effect

Lack of supervision

The training of most enterprises only pays attention to the on-site conditions at the time of training, for example, it only evaluates superficial things such as the organization of training and the performance of trainers, but does not evaluate the impact of training on employee behavior and even the overall performance of the company. Overseas training is simpler, only depending on whether the trainer has a training certificate; In addition, after training, people do not do their best, but what they did before, what they do now, what they did before and what they do now. Even the enterprise itself can't tell whether it has achieved the expected purpose.

lack vision

As a systematic project of human resources development, training should be planned and targeted. However, at present, the training work of most enterprises in China lacks scientific and reasonable arrangements, mainly in the following aspects: the training work lacks scientific training demand analysis and only meets immediate interests and short-term needs; Long-term training and short-term training together, lack of systematic arrangements, can not achieve the expected results; Training lacks foresight, and enterprise talent demand forecasting and talent planning are not in place; It is difficult for employees to participate in designing training plans, and their enthusiasm for participating in training is low.

Lack of environment

When employees return to work after training, they need an environment that can transform the training results into enterprise benefits. Only with the support of superior leaders, communication and mutual assistance among colleagues, support of funds, supporting facilities and related policies, and coordination of time can the training effect be effectively transferred to practical work. However, in the real working environment, leaders often don't support, colleagues don't cooperate, funds are tight, time is tight, etc., which leads to the phenomenon of low conversion rate of training effect, which makes enterprises only see training and can't see the effect.