培训需求评估翻译可编辑.docx

培训需求评估翻译可编辑.docx

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培训需求评估翻译可编辑

外文翻译

原文：

TrainingNeedsAssessment

外文出处ProfessionalSafety;Mar2010,Vol.55Issue3,p28-33,6p

作者:

Cekada,TraceyL

正文：

WhatIsaTrainingNeedsAssessment?

Atrainingneedsassessmentisusedtodeterminewhethertrainingistherightsolutiontoaworkplaceproblem.Itisan“ongoingprocessofgatheringdatatodeterminewhattrainingneedsexistsothattrainingcanbedevelopedtohelptheorganizationaccomplishitsobjectives”.Saidmoresimply,itisthe“processofcollectinginformationaboutanexpressedorimpliedorganizationalneedthatcouldbemetbyconductingtraining”.

WhyConductaTrainingNeedsAssessment?

Atrainingneedsanalysisoftenrevealstheneedforwell-targetedtraining.Byconductinganeffectiveassessment,acompanyverifiesthattrainingistheappropriatesolutiontoaperformancedeficiency.Trainingcannotsolveproblemscausedbypoorsystemdesign,insufficientresourcesorunderstaffing.Insomecases,increasinganemployee’sknowledgeandskillsmaynotresolvetheproblemordeficiency,sotrainingwouldwastevaluableresourcesandtime.Atrainingneedsassessmentcanhelpdeterminecurrentperformanceorknowledgelevelsrelatedtoaspecificactivity,aswellastheoptimalperformanceorknowledgelevelneeded.Forexample,supposeslips,tripsandfallsareup25%intheproductionlinearea.Thiscouldsignaladevelopingproblem.Byconductinganeedsassessments,thecompanycangatherinformationregardingthecompetenceofworkersorthetaskitself;suchinformationhelpsidentifycausesofproblems

Thosewhoconducttheassessmentmusthaveaclearunderstandingoftheproblemandmustconsiderallsolutions,notjusttraining,beforetheypresenttheirfindingstomanagementanddeterminethebestsolution.“Whenproperlydone,aneedsanalysisisawiseinvestmentfortheorganization.Itsavestime,moneyandeffortbyworkingontherightproblems”.Failuretoconductatrainingneedsassessmentorconductingoneineffectivelycanleadtocostlymistakes.Forexample,supposeacompanyreliesontrainingtofixaproblemwhenanothersolutionmayhavebeenmoreeffectiveorusestrainingtosolveaproblemwithoutaddressingtheskillsneededtoperformatask.

BackgroundInformationonTrainingNeedsAssessment

Althoughthescholarlyliteratureontrainingneedsassessmentsislimited,severalcasestudiesdescribehowspecificorganizationsorindustrieshaveconductedsuchassessments.MoseleyandHeaney（1994）examinereportsofassessmentsconductedacrossseveraldifferentdisciplinesandidentifyawidevarietyofmodelsandtechniquesthatworkforeachdiscipline.

Moreover,muchoftheresearchonthistopicindicatesthatorganizationalcharacteristics,suchassize,goalsandresources,publicversusprivatesector,globalmarketplaceandcorporateclimate,mayinfluencetheassessmentmethodologyselected.Inaddition,specialchallengesthatorganizationsaddressmayrequirespecialtoolsforconductingatrainingneedsassessment.

Onetraditionalassessmentmethodasksemployeestolistorrankdesiredtrainingcourses.Suchassessmentshavebeenusedtoquicklyassessthetrainingneedsoflargeorganizationsandallowmanyemployeestobeincludedintheassessment.However,whileemployeemoralemayincreasetemporarily,improvementinon-the-jobperformancehasbeenlimited.Onelikelyreasonisthatthisapproachisnotperformance-basedandemployeesoftenidentifytrainingwantsversustrainingneeds.

McGeheeandThayer’s（1961）three-tieredapproachtoconductingneedsassessmentsservesasafundamentalframework.Thisapproachidentifiesthreelevelsofassessment:

organization,operationsandindividual.Operationsanalysisisnowmorecommonlyknownastaskorworkanalysis.

OrganizationalAnalysis

Organizationalanalysis“examineswheretrainingisneeded...andunder

whatconditionsthetrainingwillbeconducted.Itidentifiestheknowledge,skillsandabilitiesthatemployeeswillneedforthefuture,astheorganizationandtheirjobevolveorchange”.Throughanorganizationalanalysis,dataarecollectedbylookingatfactorssuchasabsenteeism,safetyincidents,lostworkdays,turnoverrates,grievances,customercomplaintsorotherperformanceproblems.Thesedataarethenevaluatedtoidentifywheretrainingcouldimproveperformance.Theorganizationalanalysisphaseshouldalsoplanforchangesintheworkplace,suchasfutureskillneeds,workerdemographics,andlawsandregulations.

*Futureskills.Understandinghowanorganizationmaybechangingcanrevealfutureskillneeds.Forexample,willnewequipmentbeinstalledor

newprocessesimplemented?

Willstandardsorregulationschange?

Istechnologychanging?

Willemployeesberequiredtoworkwithotheremployeesorinteamsthatwillrequirecommunicationandinterpersonalskills?

Willculturalchangesbetakingplaceintheorganization?

*Laborpool.Thelaborpoolischangingasmoreworkersageandaswomenorotherminoritiesbecomemoreprominent.Economicchangesandoperatingcostadjustmentsalsomayrequireworkplacechanges,asmaycompetingonagloballevel.Understandingthesepotentialchangeswillhelpanorganizationbegintoaccommodateemployees’needswhilestillmeetingtheorganization’sneeds.

*Lawsandregulations.Changesincurrentsafetyandenvironmentalregulationsaswellasnewlawsmaydictatethatanorganizationprovidetraininginspecificareas.Forexample,employeesworkingwithhazardousmaterialsmayberequiredtoreceiveannualrefreshertraining.UndertheFamilyMedicalLeaveActorAmericanswithDisabilitiesAct,informationmayneedtobetransferredtoemployees.Ifpoliciesonworkplaceviolenceorsexualharassmentchange,thisinformationmustbecommunicatedtoemployees.

Operations/TaskAnalysis

Operations/taskanalysislooksattheknowledgeandskillsrequirementsofeachspecificjobandcomparestheserequirementstoemployees’actualknowledgeandskills.Anygapsrevealatrainingneed.

Sourcesforcollectingdataincludejobdescriptions,standardoperatingprocedures,jobsafetyanalysis/jobhazardanalysis,performancestandards,reviewofliteratureandbestpractices,andon-siteobservationandquestioning.

Aneffectivetaskanalysisidentifies“tasksthathavetobeperformed;conditionsunderwhichtasksaretobeperformed;howoftenandwhentasksareperformed;quantityandqualityofperformancerequired;skillsandknowledgerequiredtoperformtasks;andwhereandhowtheseskillsarebestacquired”.

IndividualAnalysis

Individualanalysislooksatindividualemployeesandhowtheyareperformingintheirjobs.Employeescanbeinterviewed,questionedortestedtodeterminetheirindividuallevelofskillorknowledge.Dataalsocanbecollectedfromtheirperformancereviews.Inaddition,performanceproblemscanbeidentifiedbyexaminingfactorssuchasproductivity,absenteeism,tardiness,accidents,grievances,customercomplaints,productqualityandequipmentrepairsneeded.Whendeficienciesareidentified,trainingcanbeinitiatedtomeetanindividualemployee’sneeds.

Allthreelevelsoftheneedsanalysisareinterrelatedanddatamustbecollectedatalllevels.Basedontheinformationgathered,trainingneedscanbeidentified,learningobjectivescanbeestablished,andatrainingprogramcanbedevelopedtomeettheorganization’sneedsaswellastheemployee’sneeds.

ModelsforTrainingNeedsAssessments

McClelland（1993）discussesanopen-systemsmodelforconductingtrainingneedsassessments.Thismodelinvolvesan11-stepapproachtoconductingatrainingneedsassessment.

1）Defineassessmentgoals.

2）Determineassessmentgroup.

3）Determineavailabilityofqualifiedresourcestoconductandoverseetheproject.

4）Gainseniormanagementsupportforandcommitmenttotheprocess.

5）Reviewandselectassessmentmethodsandinstruments.

6）Determinecriticaltimeframes.

7）Scheduleandimplement.

8）Gatherfeedback.

9）Analyzefeedback.

10）Drawconclusions.

11）Presentfindingsandrecommendations.

Barbazette（2006）suggeststhattrainingneedsassessmentshouldanswerquestionssuchaswhy,who,how,whatandwhen.

*Why.Askingwhyhelpstietheperformancedeficiencytoabusinessneedandaskswhetherthebenefitofthetrainingisgreaterthanthecostofthecurrentdeficiency.

*Who.Askingwhoisinvolvedintheperformancedeficiencywillidentifythoseaffectedandensurethattheprogramiscustomizedforthem.Otherimportantconsiderationsincludethetargetaudienceforthetraining;whatisknownaboutthemtodesignandcustomizethetraining;andwhoelsemaybenefitfromthetraining.

*How.Askinghowtheperformancedeficiencycanbecorrectedwillhelpdeterminewhethertrainingwillfixtheproblem.Doingsorevealswhetheraskillorknowledgedeficiencyledtotheproblem.

*What.Askingwhatisthebestwaytoperformaspecificjobtaskwillhelpachievethedesiredresults.Standardoperatingproceduresmayoutlinehowtoconductataskorwhichgovernmentregulationsneedtobeconsideredwhencompletingatask.Itisalsoimportanttoaskwhatoccupationsareinvolvedinthedeficiency.Doingsoidentifiescritical

tasksthathavethepotentialtoproducepersonalorpropertydamage.Thisprocessalsomayinvolvereviewingincidentdataandrecords,andinterviewingemployeestogaininsight.

*When.Askingwhentrainingcanbestbedeliveredhelpsminimizetheimpactonthebusiness.Also,itisimportanttoaskwhatelseisneededto

ensurethathetrainingisdeliveredsuccessfully.

Thesemodelshelpguidedevelopmentofatrainingneedsassessment.Oneconclusionfromtheliteratureresearchisthatnosinglemodelcanworkineverysituation.Instead,theliteratureavailablecanmorepurposelyserveasasetofguidelines,