1、本科毕业论文（设计）外文翻译外文题目TRAININGNEEDSASSESSMENT外文出处PROFESSIONALSAFETYMAR2010,VOL55ISSUE3,P2833,6P外文作者CEKADA,TRACEYL原文TRAININGNEEDSASSESSMENT作者CEKADA,TRACEYL正文WHATISATRAININGNEEDSASSESSMENTATRAININGNEEDSASSESSMENTISUSEDTODETERMINEWHETHERTRAININGISTHERIGHTSOLUTIONTOAWORKPLACEPROBLEMITISAN“ONGOINGPROCESSOFGA
2、THERINGDATATODETERMINEWHATTRAININGNEEDSEXISTSOTHATTRAININGCANBEDEVELOPEDTOHELPTHEORGANIZATIONACCOMPLISHITSOBJECTIVES”SAIDMORESIMPLY,ITISTHE“PROCESSOFCOLLECTINGINFORMATIONABOUTANEXPRESSEDORIMPLIEDORGANIZATIONALNEEDTHATCOULDBEMETBYCONDUCTINGTRAINING”WHYCONDUCTATRAININGNEEDSASSESSMENTATRAININGNEEDSANAL
3、YSISOFTENREVEALSTHENEEDFORWELLTARGETEDTRAININGBYCONDUCTINGANEFFECTIVEASSESSMENT,ACOMPANYVERIFIESTHATTRAININGISTHEAPPROPRIATESOLUTIONTOAPERFORMANCEDEFICIENCYTRAININGCANNOTSOLVEPROBLEMSCAUSEDBYPOORSYSTEMDESIGN,INSUFFICIENTRESOURCESORUNDERSTAFFINGINSOMECASES,INCREASINGANEMPLOYEESKNOWLEDGEANDSKILLSMAYNO
4、TRESOLVETHEPROBLEMORDEFICIENCY,SOTRAININGWOULDWASTEVALUABLERESOURCESANDTIMEATRAININGNEEDSASSESSMENTCANHELPDETERMINECURRENTPERFORMANCEORKNOWLEDGELEVELSRELATEDTOASPECIFICACTIVITY,ASWELLASTHEOPTIMALPERFORMANCEORKNOWLEDGELEVELNEEDEDFOREXAMPLE,SUPPOSESLIPS,TRIPSANDFALLSAREUP25INTHEPRODUCTIONLINEAREATHISC
5、OULDSIGNALADEVELOPINGPROBLEMBYCONDUCTINGANEEDSASSESSMENTS,THECOMPANYCANGATHERINFORMATIONREGARDINGTHECOMPETENCEOFWORKERSORTHETASKITSELFSUCHINFORMATIONHELPSIDENTIFYCAUSESOFPROBLEMSTHOSEWHOCONDUCTTHEASSESSMENTMUSTHAVEACLEARUNDERSTANDINGOFTHEPROBLEMANDMUSTCONSIDERALLSOLUTIONS,NOTJUSTTRAINING,BEFORETHEYP
6、RESENTTHEIRFINDINGSTOMANAGEMENTANDDETERMINETHEBESTSOLUTION“WHENPROPERLYDONE,ANEEDSANALYSISISAWISEINVESTMENTFORTHEORGANIZATIONITSAVESTIME,MONEYANDEFFORTBYWORKINGONTHERIGHTPROBLEMS”FAILURETOCONDUCTATRAININGNEEDSASSESSMENTORCONDUCTINGONEINEFFECTIVELYCANLEADTOCOSTLYMISTAKESFOREXAMPLE,SUPPOSEACOMPANYRELI
7、ESONTRAININGTOFIXAPROBLEMWHENANOTHERSOLUTIONMAYHAVEBEENMOREEFFECTIVEORUSESTRAININGTOSOLVEAPROBLEMWITHOUTADDRESSINGTHESKILLSNEEDEDTOPERFORMATASKBACKGROUNDINFORMATIONONTRAININGNEEDSASSESSMENTALTHOUGHTHESCHOLARLYLITERATUREONTRAININGNEEDSASSESSMENTSISLIMITED,SEVERALCASESTUDIESDESCRIBEHOWSPECIFICORGANIZA
8、TIONSORINDUSTRIESHAVECONDUCTEDSUCHASSESSMENTSMOSELEYANDHEANEY1994EXAMINEREPORTSOFASSESSMENTSCONDUCTEDACROSSSEVERALDIFFERENTDISCIPLINESANDIDENTIFYAWIDEVARIETYOFMODELSANDTECHNIQUESTHATWORKFOREACHDISCIPLINEMOREOVER,MUCHOFTHERESEARCHONTHISTOPICINDICATESTHATORGANIZATIONALCHARACTERISTICS,SUCHASSIZE,GOALSA
9、NDRESOURCES,PUBLICVERSUSPRIVATESECTOR,GLOBALMARKETPLACEANDCORPORATECLIMATE,MAYINFLUENCETHEASSESSMENTMETHODOLOGYSELECTEDINADDITION,SPECIALCHALLENGESTHATORGANIZATIONSADDRESSMAYREQUIRESPECIALTOOLSFORCONDUCTINGATRAININGNEEDSASSESSMENTONETRADITIONALASSESSMENTMETHODASKSEMPLOYEESTOLISTORRANKDESIREDTRAINING
10、COURSESSUCHASSESSMENTSHAVEBEENUSEDTOQUICKLYASSESSTHETRAININGNEEDSOFLARGEORGANIZATIONSANDALLOWMANYEMPLOYEESTOBEINCLUDEDINTHEASSESSMENTHOWEVER,WHILEEMPLOYEEMORALEMAYINCREASETEMPORARILY,IMPROVEMENTINONTHEJOBPERFORMANCEHASBEENLIMITEDONELIKELYREASONISTHATTHISAPPROACHISNOTPERFORMANCEBASEDANDEMPLOYEESOFTEN
11、IDENTIFYTRAININGWANTSVERSUSTRAININGNEEDSMCGEHEEANDTHAYERS1961THREETIEREDAPPROACHTOCONDUCTINGNEEDSASSESSMENTSSERVESASAFUNDAMENTALFRAMEWORKTHISAPPROACHIDENTIFIESTHREELEVELSOFASSESSMENTORGANIZATION,OPERATIONSANDINDIVIDUALOPERATIONSANALYSISISNOWMORECOMMONLYKNOWNASTASKORWORKANALYSISORGANIZATIONALANALYSIS
12、ORGANIZATIONALANALYSIS“EXAMINESWHERETRAININGISNEEDEDANDUNDERWHATCONDITIONSTHETRAININGWILLBECONDUCTEDITIDENTIFIESTHEKNOWLEDGE,SKILLSANDABILITIESTHATEMPLOYEESWILLNEEDFORTHEFUTURE,ASTHEORGANIZATIONANDTHEIRJOBEVOLVEORCHANGE”THROUGHANORGANIZATIONALANALYSIS,DATAARECOLLECTEDBYLOOKINGATFACTORSSUCHASABSENTEE
13、ISM,SAFETYINCIDENTS,LOSTWORKDAYS,TURNOVERRATES,GRIEVANCES,CUSTOMERCOMPLAINTSOROTHERPERFORMANCEPROBLEMSTHESEDATAARETHENEVALUATEDTOIDENTIFYWHERETRAININGCOULDIMPROVEPERFORMANCETHEORGANIZATIONALANALYSISPHASESHOULDALSOPLANFORCHANGESINTHEWORKPLACE,SUCHASFUTURESKILLNEEDS,WORKERDEMOGRAPHICS,ANDLAWSANDREGULA
14、TIONSFUTURESKILLSUNDERSTANDINGHOWANORGANIZATIONMAYBECHANGINGCANREVEALFUTURESKILLNEEDSFOREXAMPLE,WILLNEWEQUIPMENTBEINSTALLEDORNEWPROCESSESIMPLEMENTEDWILLSTANDARDSORREGULATIONSCHANGEISTECHNOLOGYCHANGINGWILLEMPLOYEESBEREQUIREDTOWORKWITHOTHEREMPLOYEESORINTEAMSTHATWILLREQUIRECOMMUNICATIONANDINTERPERSONAL
15、SKILLSWILLCULTURALCHANGESBETAKINGPLACEINTHEORGANIZATIONLABORPOOLTHELABORPOOLISCHANGINGASMOREWORKERSAGEANDASWOMENOROTHERMINORITIESBECOMEMOREPROMINENTECONOMICCHANGESANDOPERATINGCOSTADJUSTMENTSALSOMAYREQUIREWORKPLACECHANGES,ASMAYCOMPETINGONAGLOBALLEVELUNDERSTANDINGTHESEPOTENTIALCHANGESWILLHELPANORGANIZ
16、ATIONBEGINTOACCOMMODATEEMPLOYEESNEEDSWHILESTILLMEETINGTHEORGANIZATIONSNEEDSLAWSANDREGULATIONSCHANGESINCURRENTSAFETYANDENVIRONMENTALREGULATIONSASWELLASNEWLAWSMAYDICTATETHATANORGANIZATIONPROVIDETRAININGINSPECIFICAREASFOREXAMPLE,EMPLOYEESWORKINGWITHHAZARDOUSMATERIALSMAYBEREQUIREDTORECEIVEANNUALREFRESHE
17、RTRAININGUNDERTHEFAMILYMEDICALLEAVEACTORAMERICANSWITHDISABILITIESACT,INFORMATIONMAYNEEDTOBETRANSFERREDTOEMPLOYEESIFPOLICIESONWORKPLACEVIOLENCEORSEXUALHARASSMENTCHANGE,THISINFORMATIONMUSTBECOMMUNICATEDTOEMPLOYEESOPERATIONS/TASKANALYSISOPERATIONS/TASKANALYSISLOOKSATTHEKNOWLEDGEANDSKILLSREQUIREMENTSOFE
18、ACHSPECIFICJOBANDCOMPARESTHESEREQUIREMENTSTOEMPLOYEESACTUALKNOWLEDGEANDSKILLSANYGAPSREVEALATRAININGNEEDSOURCESFORCOLLECTINGDATAINCLUDEJOBDESCRIPTIONS,STANDARDOPERATINGPROCEDURES,JOBSAFETYANALYSIS/JOBHAZARDANALYSIS,PERFORMANCESTANDARDS,REVIEWOFLITERATUREANDBESTPRACTICES,ANDONSITEOBSERVATIONANDQUESTIO
19、NINGANEFFECTIVETASKANALYSISIDENTIFIES“TASKSTHATHAVETOBEPERFORMEDCONDITIONSUNDERWHICHTASKSARETOBEPERFORMEDHOWOFTENANDWHENTASKSAREPERFORMEDQUANTITYANDQUALITYOFPERFORMANCEREQUIREDSKILLSANDKNOWLEDGEREQUIREDTOPERFORMTASKSANDWHEREANDHOWTHESESKILLSAREBESTACQUIRED”INDIVIDUALANALYSISINDIVIDUALANALYSISLOOKSAT
20、INDIVIDUALEMPLOYEESANDHOWTHEYAREPERFORMINGINTHEIRJOBSEMPLOYEESCANBEINTERVIEWED,QUESTIONEDORTESTEDTODETERMINETHEIRINDIVIDUALLEVELOFSKILLORKNOWLEDGEDATAALSOCANBECOLLECTEDFROMTHEIRPERFORMANCEREVIEWSINADDITION,PERFORMANCEPROBLEMSCANBEIDENTIFIEDBYEXAMININGFACTORSSUCHASPRODUCTIVITY,ABSENTEEISM,TARDINESS,A
21、CCIDENTS,GRIEVANCES,CUSTOMERCOMPLAINTS,PRODUCTQUALITYANDEQUIPMENTREPAIRSNEEDEDWHENDEFICIENCIESAREIDENTIFIED,TRAININGCANBEINITIATEDTOMEETANINDIVIDUALEMPLOYEESNEEDSALLTHREELEVELSOFTHENEEDSANALYSISAREINTERRELATEDANDDATAMUSTBECOLLECTEDATALLLEVELSBASEDONTHEINFORMATIONGATHERED,TRAININGNEEDSCANBEIDENTIFIED
22、,LEARNINGOBJECTIVESCANBEESTABLISHED,ANDATRAININGPROGRAMCANBEDEVELOPEDTOMEETTHEORGANIZATIONSNEEDSASWELLASTHEEMPLOYEESNEEDSMODELSFORTRAININGNEEDSASSESSMENTSMCCLELLAND1993DISCUSSESANOPENSYSTEMSMODELFORCONDUCTINGTRAININGNEEDSASSESSMENTSTHISMODELINVOLVESAN11STEPAPPROACHTOCONDUCTINGATRAININGNEEDSASSESSMEN
23、T1DEFINEASSESSMENTGOALS2DETERMINEASSESSMENTGROUP3DETERMINEAVAILABILITYOFQUALIFIEDRESOURCESTOCONDUCTANDOVERSEETHEPROJECT4GAINSENIORMANAGEMENTSUPPORTFORANDCOMMITMENTTOTHEPROCESS5REVIEWANDSELECTASSESSMENTMETHODSANDINSTRUMENTS6DETERMINECRITICALTIMEFRAMES7SCHEDULEANDIMPLEMENT8GATHERFEEDBACK9ANALYZEFEEDBA
24、CK10DRAWCONCLUSIONS11PRESENTFINDINGSANDRECOMMENDATIONSBARBAZETTE2006SUGGESTSTHATTRAININGNEEDSASSESSMENTSHOULDANSWERQUESTIONSSUCHASWHY,WHO,HOW,WHATANDWHENWHYASKINGWHYHELPSTIETHEPERFORMANCEDEFICIENCYTOABUSINESSNEEDANDASKSWHETHERTHEBENEFITOFTHETRAININGISGREATERTHANTHECOSTOFTHECURRENTDEFICIENCYWHOASKING
25、WHOISINVOLVEDINTHEPERFORMANCEDEFICIENCYWILLIDENTIFYTHOSEAFFECTEDANDENSURETHATTHEPROGRAMISCUSTOMIZEDFORTHEMOTHERIMPORTANTCONSIDERATIONSINCLUDETHETARGETAUDIENCEFORTHETRAININGWHATISKNOWNABOUTTHEMTODESIGNANDCUSTOMIZETHETRAININGANDWHOELSEMAYBENEFITFROMTHETRAININGHOWASKINGHOWTHEPERFORMANCEDEFICIENCYCANBEC
26、ORRECTEDWILLHELPDETERMINEWHETHERTRAININGWILLFIXTHEPROBLEMDOINGSOREVEALSWHETHERASKILLORKNOWLEDGEDEFICIENCYLEDTOTHEPROBLEMWHATASKINGWHATISTHEBESTWAYTOPERFORMASPECIFICJOBTASKWILLHELPACHIEVETHEDESIREDRESULTSSTANDARDOPERATINGPROCEDURESMAYOUTLINEHOWTOCONDUCTATASKORWHICHGOVERNMENTREGULATIONSNEEDTOBECONSIDE
27、REDWHENCOMPLETINGATASKITISALSOIMPORTANTTOASKWHATOCCUPATIONSAREINVOLVEDINTHEDEFICIENCYDOINGSOIDENTIFIESCRITICALTASKSTHATHAVETHEPOTENTIALTOPRODUCEPERSONALORPROPERTYDAMAGETHISPROCESSALSOMAYINVOLVEREVIEWINGINCIDENTDATAANDRECORDS,ANDINTERVIEWINGEMPLOYEESTOGAININSIGHTWHENASKINGWHENTRAININGCANBESTBEDELIVER
28、EDHELPSMINIMIZETHEIMPACTONTHEBUSINESSALSO,ITISIMPORTANTTOASKWHATELSEISNEEDEDTOENSURETHATHETRAININGISDELIVEREDSUCCESSFULLYTHESEMODELSHELPGUIDEDEVELOPMENTOFATRAININGNEEDSASSESSMENTONECONCLUSIONFROMTHELITERATURERESEARCHISTHATNOSINGLEMODELCANWORKINEVERYSITUATIONINSTEAD,THELITERATUREAVAILABLECANMOREPURPO
29、SELYSERVEASASETOFGUIDELINES,PRINCIPLESORTOOLSCOMPONENTSOFANEFFECTIVETRAININGPROGRAMTODETERMINEWHATTYPEOFMODELTOFOLLOWWHENSELECTINGATRAININGNEEDSANALYSISTECHNIQUE,BROWN2002SUGGESTSASKINGTHEFOLLOWINGQUESTIONS1WHATISTHENATUREOFTHEPROBLEMBEINGADDRESSEDBYINSTRUCTION2HOWHAVETRAININGNEEDSBEENIDENTIFIEDINTH
30、EPASTANDWITHWHATRESULTS3WHATISTHEBUDGETFORTHEANALYSIS4HOWISTRAININGNEEDSANALYSISPERCEIVEDINTHEORGANIZATION5WHOISAVAILABLETOHELPCONDUCTTHEANALYSIS6WHATISTHETIMEFRAMEFORCOMPLETINGTHEASSESSMENTEXERCISE7WHATWILLBETHEMEASUREOFASUCCESSFULTRAININGNEEDSANALYSISREPORTTHEAMOUNTOFTIMESPENTCONDUCTINGATRAININGNE
31、EDSASSESSMENTWILLVARYDEPENDINGONORGANIZATIONALNEEDS,RESOURCES,TIMEAVAILABLEANDMANAGEMENTCOMMITMENTHOWEVER,THEBASICSTEPSINTHISPROCESSAREASFOLLOWS1DETERMINETHEPURPOSEFORTHENEEDSASSESSMENTWHATQUESTIONSNEEDTOBEANSWEREDMOSTCOMMONLY,NEEDSASSESSMENTSPROVIDEDATAFORBUDGETINGORSCHEDULINGHOWEVER,CONSIDEROTHERN
32、EEDSASWELL,SUCHASIDENTIFYINGINDIVIDUALSKILLORKNOWLEDGENEEDS,ORGANIZATIONALDEVELOPMENTNEEDS,FINANCIALPLANNING,STAFFINGCONCERNSANDPERFORMANCEIMPROVEMENTNEEDS2GATHERDATAAWEALTHOFKNOWLEDGECANBEGATHEREDUSINGTOOLSSUCHASOBSERVATIONS,QUESTIONNAIRES,INTERVIEWS,PERFORMANCEAPPRAISALS,FOCUSGROUPS,ADVISORYGROUPS
33、,TESTSANDDOCUMENTREVIEWSTHEBESTAPPROACHMAYBEACOMBINATIONOFMETHODSSUCHASFOCUSGROUPSFOLLOWEDBYOBSERVATIONTHATMAYREINFORCETHEFINDINGS3ANALYZETHEDATATHISINVOLVESIDENTIFYINGANYDISCREPANCIESORGAPSBETWEENTHESKILLSANDKNOWLEDGEPOSSESSEDBYEMPLOYEESANDTHOSESKILLSANDKNOWLEDGEREQUIREDORDESIREDFORTHEJOB4DETERMINE
34、WHATNEEDSCANBEMETBYTRAININGTHISSTEPINVOLVESIDENTIFYINGPERFORMANCEPROBLEMSTHATCANBECORRECTEDBYINCREASINGEMPLOYEESSKILLORKNOWLEDGEPROBLEMSRELATEDTOISSUESSUCHASMOTIVATION,MORALE,RESOURCES,SYSTEMDESIGNORLEARNINGDISABILITIESSHOULDNOTBEFIXEDWITHTRAINING5PROPOSESOLUTIONSIFTHESOLUTIONISRELATEDTOATRAININGDEF
35、ICIENCY,THENAFORMALORINFORMALTRAININGPROGRAMMAYBENEEDEDWHILENOTTHEFOCUSOFTHISARTICLE,DELIVERINGANEFFECTIVETRAININGPROGRAMENCOMPASSESSEVERALKEYSTEPSEXAMPLEOFATRAININGNEEDSASSESSMENTFIGURE1P31PRESENTSASIMPLIFIEDEXAMPLEOFATRAININGNEEDSASSESSMENTFORASMALLSIZEDORGANIZATIONFEWERTHAN100EMPLOYEESUSINGBARBAZ
36、ETTES2006FIVEQUESTIONAPPROACHTHESCENARIOISASFOLLOWSMAINTENANCEEMPLOYEESINAMANUFACTURINGPLANTMUSTENTEROUTDOORMANHOLESCONFINEDSPACESEACHQUARTERTOCHECKTHEWATERLEVELSINTHESESPACESIFWATERBUILDUPBECOMESACONCERN,THENTHEWATERMUSTBEPUMPEDOUTOFTHESESPACESTHESPACESARECONSIDEREDPERMITREQUIREDCONFINEDSPACESPRCS,
37、SOSTAFFMUSTFOLLOWTHECOMPANYSPRCSENTRYPROGRAMTOFURTHERSIMPLIFYTHISPROCESS,MCCONNELL2003CREATEDANANNUALREVIEWQUESTIONNAIREFIGURE2THATATRAININGDEPARTMENTCANUSEASAFIRSTSTEPINCONDUCTINGATRAININGNEEDSASSESSMENTITENABLESTHETRAININGDEPARTMENTTOASKDEPARTMENTMANAGERSSEVERALKEYQUESTIONSCONCLUSIONATRAININGNEEDS
38、ASSESSMENTISUSEDTOIDENTIFYANORGANIZATIONSTRAININGNEEDSANDDETERMINETHETYPEANDSCOPEOFRESOURCESNEEDEDTOSUPPORTATRAININGPROGRAMTHENEEDSASSESSMENTISTHEFIRSTSTEPINESTABLISHINGANEFFECTIVETRAININGPROGRAMITSERVESASTHEFOUNDATIONFORDETERMININGLEARNINGOBJECTIVES,DESIGNINGTRAININGPROGRAMSANDEVALUATINGTHETRAINING
39、DELIVEREDITALSOPROVIDESMANAGERSANDTRAINERSANOPPORTUNITYTOGETOUTINTOTHEORGANIZATIONANDTALKTOPEOPLEINFORMATIONISCOLLECTED,IDEASAREGENERATEDANDENERGYISCREATEDWITHINTHEORGANIZATIONTHISEXCITEMENTCANHELPENERGIZEANYTRAININGTHATMAYRESULTWELLORCHESTRATEDTRAININGNEEDSASSESSMENTSCANPROVIDEMANYBENEFITSWARSHAUER
40、,1988THESEINCLUDE1INCREASINGTHECOMMITMENTOFMANAGEMENTANDPOTENTIALPARTICIPANTSTOONGOINGTRAININGANDDEVELOPMENT2INCREASINGTHEVISIBILITYOFTHETRAININGFUNCTION3CLARIFYINGCRUCIALORGANIZATIONALISSUES4PROVIDINGFORTHEBESTUSEOFLIMITEDRESOURCES5PROVIDINGPROGRAMANDDESIGNIDEAS6FORMULATINGSTRATEGIESFORHOWTOPROCEED
41、WITHTRAININGEFFORTSOTHERBENEFITSINCLUDETHEOBVIOUSNEEDTOPROVIDEEMPLOYEESWITHTHESKILLSANDKNOWLEDGETOPERFORMTHEIRJOBSHELPINGANORGANIZATIONMEETITSPERFORMANCEOBJECTIVESANDIMPROVINGRELATIONSHIPSANDEMPLOYEEMORALETRAININGISOFTENVIEWEDASANUISANCEANDASACOSTLYENDEAVORRATHERTHANASATOOLTOBOOSTTHEORGANIZATIONSBOT
42、TOMLINETHESENEGATIVEPERCEPTIONSAREOFTENTHERESULTOFTHEFAILURETOILLUSTRATETHECOSTBENEFITOFTRAININGTHISREQUIRESASKINGANDANSWERINGAKEYQUESTIONWHATISTHEDIFFERENCEBETWEENTHECOSTOFNOTRAININGVERSUSTHECOSTOFTRAININGILLUSTRATINGTHECOSTSAVINGSPROVIDESACLEARINDICATORANDNEEDEDSUPPORTTOCONTINUEWITHTRAINING译文培训需求评
43、估作者CEKADA,TRACEYL正文需要评估的是什么培训培训需求评估是用来确定培训是否是正确解决，一个工作场所的问题。它是“收集数据，以确定培训需求存在，因此可以开发，培训，帮助组织实现其目标的持续进程”。说更简单，它是“在形成过程中如何收集组织需要明示或暗示可通过开展培训满足”。为什么要进行培训需求评估培训需求分析常常揭示了有针对性的培训。通过有效评估，公司验证，是一个适当的解决方案。培训可以不解决不好的制度设计，资源不足或人手不足造成的问题。在某些情况下，提高员工的知识和技能可能无法解决的问题或不足之处，所以培训会浪费宝贵的资源，时间。培训需求评估可以帮助确定目前的表现或知识相关的特定活
44、动水平，以及最佳所需的性能或知识水平。例如，假设滑倒，绊倒和，在生产线面积的25相关的错误，。这可能预示着发展问题。通过进行需求评估，该公司可以收集关于工人的能力，或任务本身，这样的信息可帮助找出问题原因那些必须进行评估谁对这个问题有清醒的认识，必须考虑所有的解决方案，而不是强制培训，目前他们的研究结果前，向管理层和确定最佳的解决方案。“当正确完成后，需求分析是一个明智的投资，从而节省了组织问题上的工作时间，金钱和精力。”没有进行培训需求评估或进行一不力可能导致代价高昂的错误。例如，假设一家公司依靠培训来解决一个问题时，可能已被另一种解决方案或使用更有效的培训，以解决不解决执行任务所需的技能上
45、的问题。背景培训信息需求评估虽然在学术文献培训需求评估是有限的，一些案例研究描述如何具体组织或行业进行这种评估。莫斯利和希尼（1994）研究跨越几个不同的学科进行的评估报告，并确定了各种模式和技术，对每个学科的工作。此外，关于这一课题的研究表明，许多组织的特征，如大小，目标和资源，公共与私营部门，全球市场和企业的气候影响。评估方法选择。此外，特殊的挑战，组织解决可能需要特殊的工具进行培训需求评估。一个传统的评价方法要求员工列出或排名所需的培训课程。这种评估被用来快速评估大型企业的培训需求，使许多员工在评估之内。不过，虽然暂时可能会增加员工的士气，在工作上的绩效有改善，一种可能的原因是，这种做法
46、是不基于表现，员工经常培训需求确定培训想要的服务。麦吉希和THAYER（1961）三个层次的方法来进行需求评估提供了一个基本框架。这种方法确定了三个层次的评估组织，运作和个人。运营分析，现在更多俗称任务或工作的分析。组织分析组织分析“考察培训需要的地方什么条件下会进行培训。它确定了知识，技能和能力，员工将需要为未来，为他们的工作的组织和进化或改变“。通过一个组织分析，在收集数据，如缺勤，安全事故因素看，失去了工作日，周转率，委屈，客户投诉或其他性能的问题，这些数据，然后评估，以确定哪些训练可以提高性能。该组织分析阶段应该还计划在工作场所的变化，如未来的技术需要，工人人口，法律和法规。未来的技能
47、。了解组织如何能够揭示可能会改变未来的技术的需要，例如，将新设备安装或新工艺实施将标准或法规的变化是技术的变化将员工须与其他员工或团队，将需要沟通和交际能力将文化变革是参加该组织的地方吗劳动力减弱随着越来越多的工人的年龄及其他少数民族妇女或改变变得更加突出。经济变革和经营成本也可能需要调整工作场所的变化，可能在全球范围的竞争。了解这些潜在的变化将有助于一个组织开始，以适应员工的需求，同时仍然满足组织的需要。在当前的安全和环保法规，以及新的法律规则，可能要求一个组织提供特定领域的培训。例如，员工与危险材料的工作可能会被要求接受年度复训。根据家庭医疗休假法案或美国残疾人法案，信息可能需要转移到员工
48、上，工作场所暴力或性骚扰改变政策，这种信息必须与员工有效的沟通。操作/任务分析业务/任务分析着眼于每一个具体工作的知识和技能要求和比较这些要求员工的真实L知识和技能。任何差距揭示了训练的需要收集数据的来源包括工作说明，标准作业程序，作业安全分析/工作危害分析，性能标准，文献和最佳做法，以及现场观察和询问。确定一个有效的任务分析“的任务，必须执行条件下，要完成任务，如何经常和执行任务时，数量和质量要求的性能，技能和知识，必须完成的任务，以及在何处及如何将这些技能是最好的收购“。个别分析个别分析着眼于个别员工和他们是如何在他们的工作，员工可以面谈，询问或进行测试，以确定其个人的技能和知识水平。数据
49、还可以收集他们的绩效评估。另外，性能问题可以通过诸如生产率，缺勤，迟到，事故，投诉，客户投诉，产品质量和设备维修所需审查的因素。发现缺陷的时候，可以启动培训，以满足个人的需求。所有的需求分析三个层次相互联系，数据必须在各级收集。根据收集到的信息，培训需求可以被识别，可以建立学习目标，并制定培训方案，可满足本组织的需要，以及员工的需要。培训需求评估模型麦克莱兰（1993）讨论了进行培训的开放系统模型需要这种模型涉及11步的方法进行培训需求评估。1定义评估目标。2确定评估小组。3资源的合理性合格的进行和监督该项目。4增益和承诺的过程中高级管理层的支持5审查和选择评估方法和手段6确定关键时间的框架7时间表和实施8收集反馈意见。9）分析反馈10）得出结论11）目前的研究结果和建议BARBAZETTE（2006）认为，培训需求评估应该回答这样的问题，为什么，谁，如何，时间，17为什么。问为何有助配合不足的表现为业务需要，并询问是否对培训的好处是、目前成本效率大。18谁。询问是谁在参与不足的表现将确定受影响，并确保该方案是他们的，其他重要的考虑因素包括定制的培训目标受众知道什么是对他们的设计和定制的培训，还有谁可能受益从培训。19如何。问如何表现不足可以纠正将有助于确定培训是否将确定PROBLEMDOING所以不管导致了问题的技能或知识不足揭示。20什么是最好的方式
