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.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,
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