关于培训的外文文献及翻译 第5页
Task analysis and performance analysis are the two main techniques for identifying training needs. About 19% of employers reporting in one survey said they used task analysis-an analysis of the job’s requirements-to determine the training required. Task analysis is especially appropriate for determining the training needs of employees who are new to their jobs. Performance analysis appraises the performance of current employees to determine whether training could reduce performance problems like excess scrap or low output. Other techniques used to identify training needs include supervisors’ reports, personnel records, management requests, observations, tests of job knowledge, and questionnaire surveys.
Whichever technique is used-task analysis, performance analysis, or some other-employee input is essential. It’s often true that no one knows as much about the job as people actually doing it so that soliciting employee input is usually wise.
2.2.1 Task Analysis: Assessing the Training Needs of New Employees
Task analysis is used for determining the training needs of employees who are new to their jobs. Particularly with lower-echelon workers, it is common to hire inexperienced personnel and train them. Here your aim is to develop the skills and knowledge required for effective performance, and so the training is usually based on task analysis, a detailed study of the job to determine what specific skills-like soldering (in the case of an assembly worker) or interviewing (in the case of a supervisor)-are required.
2.2.2 Performance Analysis
Performance analysis means verifying that there is a significant performance deficiency and determining whether that deficiency should be rectified through training or through some other means (such as transferring the employee). The first step is to appraise the employee’s performance, since to improve it, you must first determine the person’s current performance compared to what it should be.
Distinguishing between can’t do and won’t do problems is the heart of performance analysis. First determine whether it’s a can’t do problem and, if so, its specific causes: The employees don’t know what to do or what your standards are; there are obstacles in the system such as lack of tools or supplies; job aids are needed, such as color-coded wires that show assemblers which wire goes where; poor selection results in bring people who haven’t the skills to do the job; or training is inadequate. On the other hand, it might be a won’t do problem. Here employees could do a good job if they wanted to. If so, the reward system might have to be changed, perhaps by installing an incentive system.
2.2.3 Setting Training Objectives
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Objectives specify what the trainee should be able to accomplish after successfully completing the training program. They thus provide a focus for the efforts of both the trainee and the trainer and a benchmark for evaluating the success of the training program.
2.3 Training Techniques
After you have determined the employees’ training needs, set training objectives, and designed the program, the training program can be implemented. A description of the most popular training techniques follow.
2.3.1 On-The-Job Training
On-the-job training (OJT) means having a person learn a job by actually performing it. Virtually every employee, from mailroom clerk to company president, gets some on-the-job training when he or she joins a firm. In many companies, OJT is the only type of training available. It usually involves assigning new employees to experienced workers or supervisors who then do the actual training.
There are several types of on-the-job training. The most familiar is the coaching or understudy method. Here the employee is trained on the job by an experienced worker or the trainees’ supervisor. At lower levels trainees may acquire skills for, say, running a machine by observing the supervisor. But this technique is also widely used at top-management levels. The position of assistant is often used to train and develop the company’s future top managers, for instance. Job rotation, in which an employee (usually a management trainee) moves from job to job at planned intervals, is another OJT technique. Special assignments similarly give lower-level executives firsthand experience in working on actual problems.上一页 [1] [2] [3] [4] [5] [6] 下一页
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