Training demand refers to the distance between the actual demand of a specific job and the incumbent's existing ability, that is, ideal job performance-actual job performance = training demand. Let me tell you something about the training needs. I hope to help everyone. Eight contents of training demand

Contents of training demand: Individual level of training demand analysis

The individual level of training demand analysis takes individual staff as the analysis object, mainly analyzing the gap between the existing situation and the due situation of individual staff, and on this basis, determining who needs and should receive training and training content.

an important aspect of staff analysis is individual performance analysis. It is often carried out through performance evaluation. Through the analysis of staff performance, we can find the level of staff performance, so as to further find the reasons for the low level of performance: knowledge and skills problems, organizational system problems, morale problems, etc., so as to decide whether it is necessary to solve the problem through training.

another important aspect of analyzing staff is the analysis of knowledge, skills and abilities. First of all, we must determine an analysis standard, that is, the knowledge, skills and abilities necessary for the staff to engage in a certain job. We compare these standards with the existing knowledge, skills and abilities of the staff to find out the gap between them, and use this as a basis to decide who needs to participate in the training and the content of the training.

content of training demand: analysis of individuals by the training department

in the analysis of training demand, the training department should strengthen contact with organizational leaders, personnel departments and staff, and guide, help and encourage each other. The training department can discuss various training options with individual staff by distributing advertisements, notices, notices, leaflets, etc. By working with leaders facing various problems, we can decide the problems that need to be solved in training. A well-organized training department has a detailed training catalogue for each staff member, which records the training that each staff member has participated in and points out the possibility of future training and development. This is very important to determine the training needs of staff.

content of training demand: analysis of organizational personnel department

The special position of organizational personnel department in the organization and its relationship with staff determine that it is also a key participant in determining who needs and who will receive training. The organization and personnel department generally understands the actual performance of the staff through performance evaluation.

content of training needs: staff's analysis of themselves

staff also analyze their current situation by making personal development plans and summing up their work. Organize the personnel department to mobilize the staff to make personal development plans, but the specific content of the development plan, that is, the development goals and methods to achieve them, is still made by the staff themselves. Personal development plan is the best way to ensure that staff are not only maintained at one level. At the same time, the staff also conducted self-reflection through work summary, found their own gaps and deficiencies, and decided to solve their own problems through appropriate training types.

There may be conflicts between the staff's self-needs analysis and the training needs of the organization, and at the same time, the staff's self-needs analysis sometimes has certain limitations. For example, as an institution and organization, it often determines and measures the individual training needs of personnel from the perspective of organizational needs and perspectives, so the individual's training willingness may be inconsistent with the organization's training needs; Staff are sometimes unaware of the various training options available to them, and often need the guidance and help of other personnel. However, the lack of staff participation in training demand analysis is also unfavorable to the determination of training plan and the ultimate realization of training objectives. Under normal circumstances, only staff members know their own training needs best and their own shortcomings best. Without staff, my analysis may lead to the disconnection between training and training needs. At the same time, if a staff member has no enthusiasm for the training assigned by the organization, then he will find ways to avoid the training responsibility; If a staff member does not fully understand the benefits of training, it is difficult for him to be motivated; If a staff member is not satisfied with being sent to participate in the training, he often shows a lack of training enthusiasm, and the final training effect will be affected by the lack of active input during the training process. Therefore, in the training process, if there is no self-demand analysis of staff, it is difficult not only to carry out the training smoothly, but also to ensure the training effect.

content of training demand: organizational level of training demand analysis

organizational analysis of training demand has broad sense and narrow sense. Broadly speaking, the organizational analysis of training needs mainly refers to the systematic analysis of organizational objectives, resources, environment and other factors that affect training planning and design and organizational performance, accurately find out the problems existing in the organization, and determine whether training is the most effective method to solve such problems and the type of training that the organization needs most. In a narrow sense, the organizational analysis of training needs mainly refers to determining the training needs and contents of the organization by analyzing the gap between the knowledge and skills required to complete the organizational tasks and the existing situation. This paper adopts the concept in a broad sense.

content of training needs: analysis of organizational goals

organizational goals, as the behavioral motivation and direction of the organization and its members in a certain period of time, play a decisive role not only in the development of the organization, but also in the design and implementation of training plans. Generally speaking, organizational goals determine training goals, and training goals serve the realization of organizational goals. What kind of organizational goals are there, there will be what kind of training goals, and organizational goals and training goals are inherently consistent. When the organizational objectives are not clear and unambiguous, it is difficult to determine the training objectives, design and implement the training plan, and it is impossible to specify the standards applied in the training process. Therefore, in the analysis of training needs, it is particularly important to explain the organizational objectives in detail.

since clear and clear organizational objectives are helpful to the determination of training objectives and the design and implementation of training plans, what should be done when organizational objectives are unclear and organizational performance is low? In this case, for the organization, it should first determine the organizational objectives through organizational changes, and then decide whether it is a training issue.

content of training demand: analysis of organizational climate

the so-called organizational climate refers to the general name of various factors that exist in the organization and can affect the training effect, including values, interpersonal relationship, attitude, system composition and leadership level. Generally speaking, the relationship between training and organizational climate is dialectical. On the one hand, organizational climate determines, affects and restricts the training effect, and the change of organizational climate will inevitably lead to the change of training effect; On the other hand, the training effect is counterproductive to the organizational climate.

Many studies have seen the important role of organizational climate in training. Some researchers pointed out that when the training plan is inconsistent with the value of the job site, the training effect will be difficult to guarantee; Some researchers have warned that the training department has invested a lot of energy in the acquisition of knowledge and skills, but has not considered enough what will happen after training; Some researchers believe that if the behavior of the trainee's colleagues is consistent with the behavior learned by the trainee during the training, then the trainee will be "reminded" to use the learned behavior at work. The above viewpoints all illustrate the importance of organizational climate in training transformation.

content of training demand: resource analysis

resource analysis mainly includes the arrangement of organizational personnel, the type of equipment and the description of financial resources, among which the most important is human resource analysis.

human resource analysis is mainly about the analysis of the existing human resources in an organization, which often involves the quantity, quality and structure of the organization's staff. Generally speaking, the shortage of human resources will be caused by people leaving their original units to work in other different organizations, retiring, getting promoted within the organization, being laid off due to changes in production structure and technological process, and creating new tasks within the organization. This urges organizations to find ways to make up for the shortage of human resources; Either re-employ a group of people outside the organization, or quickly design a training plan to provide guidance for existing staff and prepare for new tasks. All these work must be based on the analysis of human resources. The problem of enterprise training

There is no denying that training can promote the development of enterprises and enhance the professionalism of employees, but many enterprises spend a lot of money and have little effect. What is the reason? Hua Heng Zhixin, an expert in human resources, believes that there are mainly two aspects: First, there are many loopholes in the construction of the training system management system, that is, many problems in training lie in the fact that a certain link of the training system is not in place. Second, the training is carried out for three days to fish and two days to dry the net. The presentation and implementation of training is not a problem-oriented normal state, but a few leaders' feelings-oriented, with randomness, thinking of that and solving that, and lacking systematicness. There is no rational sorting and thinking according to the training problems encountered in enterprises, which eventually leads to the phenomenon that training management is out of touch with development strategy and personnel ability improvement.

huaheng zhixin believes that the training system of an enterprise mainly includes the following eight aspects: training demand analysis, training plan formulation, training process monitoring, training effect evaluation, employee induction training (induction assimilation), employee on-the-job training, selection and management of trainers for training resource management, and design and use management of training materials.

the training management system proposed by huaheng zhixin gradually solves the training management problems in enterprises from a systematic perspective, such as the training management system dominated by training courseware design, the training management system dominated by training effect evaluation, and the training management system dominated by personnel ability improvement. Huaheng Zhixin believes that the application of this system will solve the training puzzles and problems in enterprises respectively. Practice has proved that the work efficiency, technical skills, professional and interpersonal skills of employees will be gradually improved, and finally the utilization rate of human resources will be improved, thus producing obvious economic benefits and corporate culture effects. According to the statistics of relevant foreign-funded enterprises, the training income is about 1-17 times of the training investment because the training staff have mastered the method of solving problems. Hierarchical training demand

Basic level positioning

Training demand is a necessary link in the training plan, which answers the question of finding the goal to be achieved by a training activity. This training activity is not only training teaching, but also includes the planning of training projects, the formulation of annual training plans, training planning and training strategies, and the selection of training development modes. Even the reform of training organization as a project can also be regarded as one of the training management activities.

any training activity must be planned first, and demand analysis is the first step in the process of planning. Generally speaking, training management activities can be divided into four levels, namely, strategy level, operation level, project level and teaching level. Among them, plan management can also be divided into four categories: training plan, annual plan, project plan and teaching plan.

correspondingly, the training demand can be divided into four levels: training strategy level demand, annual training demand, training project demand and course demand. These four levels of demand analysis are different in investigation purpose, investigation object, investigation strategy, investigation means and analysis result processing.

training strategy level demand analysis

before making training plan, sufficient training strategy level demand analysis must be carried out. Training planning must be closely combined with the enterprise strategy, starting from the human resource planning and development strategy of the enterprise, and plan the training development of the enterprise within a certain period of time. Its essence is also planning, such as two-year planning and annual planning of training and development. Training planning can often be considered in two years, but it must be revised and adjusted every year. After adjustment, it will naturally be regarded as annual training planning.

the basic task of training planning is to transform the first-level strategy (from human resources strategy) and set the annual training objectives and the second-level strategy (operation strategy, performance management strategy, etc.). Among them, the training objectives are achieved through the annual demand survey, the quality evaluation of human resources departments and the development strategy of human resources, including content objectives (expressed in the curriculum system), performance objectives (such as coverage), organizational objectives (such as team building) and cost objectives (per capita expenses). Here, the questions answered in the training plan are often related to the development of enterprises, such as whether to establish training centers, training colleges or training universities? Whether to introduce foreign vocational education resources? Do you want to expand the function of the training center horizontally? How to plan the curriculum system? What direction courses do you need for each job category? What should be the overall task of the company's annual curriculum development (training planning should put forward requirements or directional guidance for the annual plan)? To answer these questions, we must conduct full investigation and research. The topics of demand investigation and research include: corporate training organization reform, corporate training model evolution, system planning blueprint, training coverage, etc. This level of analysis mainly reflects organizational analysis, which is closely related to the strategic development goals of the organization, and the information source is mainly from senior managers.

The methods of demand investigation and research are as follows: one is data research, last year's training strategy review and work summary, this year's new requirements of human strategy investigation, training organization effectiveness evaluation, etc. The second category is subjective evaluation, interviews with senior executives, and collection of employees' subjective opinions. The third category is comparative method, and the horizontal comparison is like the training experience or strategy reference of industry and international famous companies; The fourth category is the follow-up method, which closely tracks the latest development trend of training, such as the demonstration of technology introduction of network training mode.

Generally, the training committee of the company is responsible for the demand research based on training planning, with the training department leading and all other departments participating. Among them, we must pay full attention to the experience and technology of high-level, same industry and famous companies.

annual training demand analysis

the annual training plan is to formulate the operation plan combination according to the strategy in the annual training plan. This operation plan combination includes training organization construction, project operation plan, resource management plan, annual budget, mechanism construction, etc. It answers basic questions such as what to do, how to do it, how much resources are needed and what benefits will be obtained. To answer these questions, it is necessary to conduct scientific demand investigation and analysis on the following topics: organizational construction plan includes departmental structure adjustment, staffing, assessment management system, etc. The resource management plan includes lecturer management, course resource management, expense management, etc. Of course, the project operation plan includes the combination of various training projects, as well as the decomposition or refinement of curriculum sub-directions; The annual budget should be broken down and presented; Mechanism construction actually belongs to the policy rules in the operation plan, in order to ensure the implementation quality of the annual plan.

in addition, after the curriculum system is planned, how to organize the curriculum resources? Who will develop it? What is the process? What mechanism is needed to ensure it? What are the relevant systems or regulations? be like