1, from the perspective of demand analysis theme, is diverse. The main body of training demand analysis includes not only the analysis of training departments, but also the analysis of employees and supervisors.

2. From the objective point of view of demand analysis, it is multi-level. The objects of training demand analysis include the gap between individual's present situation and due situation, the gap between organization's present situation and due situation, and the future situation between organization and individual.

3. From the core of demand sharing, it is necessary to determine whether training is needed, training time and training target. The development of trainers' human resources is one of the main means to solve human resources problems, but it is not the only means. For example, "an employee often leaves early", "Although the goal of the department is to complete, the lunch break of the department employees often exceeds the regulations" and "an employee's avant-garde dress often causes colleagues to talk behind his back" are not problems that can be solved through training. Therefore, the first element of training demand analysis is to clarify whether the problem is solved correctly or not.

As for the timing of training, generally speaking, employees should be trained in basic knowledge, skills and quality as soon as possible before taking up their posts, and further skills training may require students to have certain work experience, so as to understand and absorb the training content to the maximum extent. It is neither too early nor too late to train the skills needed for new tasks.

Regarding the training content, due to different positions, it is necessary to carry out targeted training according to the specific conditions of employees at different levels. The "consistent" training content often makes the audience feel "scratching their boots" or even "the donkey's lips are not right for the horse's mouth".

4. From the results of demand analysis, it lays a foundation for determining training objectives, designing training programs and conducting training evaluation.

Four stages of training demand analysis

The first stage: find the problem

1. Personal level:

(1) Work efficiency: In the case of efficiency, the required standard cannot be reached.

(2) Employee's mood: employees show hostility, slackness, discouragement, absenteeism, communication difficulties and poor service quality.

(3) Competency: A few poor performances can reflect the individual's "skill gap".

(4) It is difficult for employees to adapt to complicated situations.

(5) Technical problems: Need to learn in-depth technology.

(6) Employees are interested in training and think it is helpful for their personal development.

2. Organization level:

(1) Need new skills due to business changes or new business.

(2) The new standards lead to the demand for new skills.

(3) personnel adjustment, changing jobs, resulting in the need for new skills.

(4) "skill reserve" according to future needs.

The second stage: preliminary analysis

1. Make a preliminary intuitive judgment on the seriousness of the problem or the necessity of training.

2. Determine the scope of training demand analysis.

3. Judge the workload of training demand analysis.

4. Decide the analysis method.

The third stage: data collection

1. Select appropriate methods and materials according to workload and problem scope.

2. Data collection methods.

3. What kind of information should be collected, such as:

Organization data; The company's business objectives, etc. : Job (position) information: job description, employee personal information, etc.

The fourth stage: demand analysis

1. What is the performance gap?

Demand analysis is to find the performance gap, that is, to analyze the gap between employees' personal performance and job requirements and the company.

2. Can this gap be eliminated through training?

Not all the gaps can be eliminated through training. We should analyze clearly what problems exist in operation, mechanism and organization, and what problems exist in job descriptions. Only when the reason really belongs to the employees themselves. Training is necessary.