【正文】 mitment of line managers. Training Needs Analysis – Human Resources Audit Training Needs Analysis – Interviews Individuals within the anization are identified for interview to ascertain their training development needs. Usually the interview method is used with senior managers or employees who have unique roles within the anization and who have also specific training development needs unique to them. The interview can be structured or unstructured. In a structured interview, a number of prepared questions are used in all interviews as opposed to the unstructured interview, where the direction of the discussion can go anywhere. The resultant programs are tailor made to the individual. Training Needs Analysis – Interviews The Benefits: ? Clearly identifies the needs of the individual, and other useful information can also be gained in the process. ? The senior manager will have a mitment to carrying out the program knowing that it has been specifically planned with his/her needs in mind. The Drawbacks: ? In an unstructured interview, the oute will depend upon the direction of the discussion, which may leave out areas of critical importance. ? In a structured interview, the oute will be dependent upon the questions asked of the individual, and some areas again may be missed. ? The interview provides a subjective view of the individual, and will depend upon the openness of the individual in discussing areas which he or she may consider difficult and the skill of the interviewer in probing those areas and eliciting information. Training Needs Analysis – Questionnaires Questionnaires can be produced for part or all of the anization. Sometimes they do not ask specific training development questions but are usually targeted towards gathering information on how the respondents rate the importance and performance of specific aspects of their posts. Some questionnaires e under the title of attitude surveys. In a similar way to the Human Resources Audit, the questionnaire identifies anizational or departmental needs rather than individual needs because the individual questionnaires will be anonymous. Where questionnaires are used, anizations may wish to use outside assistance in the formulation of the questions and rating methodologies and/or in the coordination and analysis of the results. Training Needs Analysis – Questionnaires The Benefits: ? Usually accurate in that the individual response is anonymous. ? Cover a large no. of individuals in a cost effective way. ? The results show problem areas clearly. The Drawbacks: ? The response from questionnaires is low. ? A response rate of 50% is high, and time and effort has to be invested in ensuring that individual realize the importance of the questionnaire, . decisions affecting the training development of the anization will be made on the results. ? Unless senior management is mitted to the method and the munication to employees has been clear。 ? Team objectives will be defined. ? In the process, the training development needs for each group and individual will be defined by analyzing their objectives. The Identification of Training Needs ShortTerm, Problem Solving Approach This approach has the advantage of making an immediate contribution to the anization success. The identification investigation of: ? those areas within the anization that do not operate smoothly. ? training development needs which will be of a priority nature to the anization. ? areas where problems and issues do not result in training development needs but may require an alternative solution or approach, . anization restructure. Effective Training Needs Analysis – Priority of Training Needs Once the identification of training needs of total anization or by department, team or individual has been pleted, the next stage is to analyze the results so that priorities can be determined by: ? Examining the corporate / anization / business plan and draw out the general themes, . new market, new product, a strategic decision to improve or focus on customer service. ? Considering if there are needs which, if not met, will severely inhibit the attainment of pany objectives, . technical issues, high staff turnover or absenteeism due to insufficient development opportunities. ? Arranging the needs in terms of a “wish” list and a “have to” list with consideration of the corporate objectives, and decide whether the need is urgent, or important, or urgent important in order to give a timescale (shortterm or longterm). Effective Training Needs Analysis – That We Must Know… If the approach was to analyze by exception, there may still be a no. of needs identified and a limited amount of resources。 the questionnaire may not result in the remendations being converted into action. Training Needs Analysis – Observation A method which is not often used now. It can be used to look at any job