培训与开发课件lec3(revised)幻灯片.ppt

* Mary/Penny have students read the case study at the beginning of this chapter on page 71 and then discuss in relation to this introduction. * As far as analysing the need for training goes, the training literature takes two general approaches to TNA, based on where they begin in the assessment process. One begins before a need has been identified (proactive), and one after a need has been identified (reactive). ? A reactive assessment focuses on a specific problem, i.e. a reactive TNA occurs when the perceived performance deficiency indicates a gap between perceived and expected performance for the employees current job. ? A proactive assessment focuses on what potential needs will be, i.e. a proactive TNA is conducted to respond to the perception that current job behaviour reflects an inability to meet future standards or expectations, e.g. future human resource requirements, succession planning, identification of key positions and the impact of their being vacant for any length of time. ** Use handout and the O/h 1 with this slide * * Discuss Use diagram on top of page 2 on handout and OH/2 as another way of representing the TNA process. * Needs assessment involves: Organizational Analysis – involves determining: the appropriateness of training, given the business strategy resources available for training support by managers and peers for training Task Analysis – involves: identifying the important tasks and knowledge, skill, and behaviors that need to be emphasized in training for employees to complete their tasks * Needs assessment involves: (continued) Person Analysis – involves: determining whether performance deficiencies result from a lack of knowledge, skill, or ability (a training issue) or from a motivational or work design problem identifying who needs training determining employees’ readiness for training * IN SUMMARY A NEED ANALYSIS INVOLVES: DISCUSS DIAGRAM * Task analysis ? This should focus on what the trainee needs to be able to do to p