Because different positions are engaged in different jobs, each position needs different knowledge and skills. Even in the same department, each position has different requirements for knowledge and skills. Understanding job knowledge and skills can start with the analysis of job responsibilities and qualifications, but some enterprises' previous job analysis is not detailed enough, or the organizational structure of enterprises has changed greatly, which will cause information distortion. Therefore, it is very important to communicate with the immediate superior of this position.

Of course, we can also learn relevant knowledge and skills from post personnel, but it may be more prone to some deviations. Because post personnel sometimes overestimate or underestimate the role of the post in the organization, or mistakenly regard their own specialties or development motives as the knowledge and skills needed by the post itself. It is very difficult to determine all the knowledge and skills needed for each position completely and accurately. Generally speaking, we can ask the line manager of the position to list six (or more) work knowledge and skills that he thinks are the most important. It should be noted that these post knowledge and skills should be directly related to the work of this post, and should not be some general content. For example, for the position of "software development engineer", "being familiar with using C language" can be regarded as a skill requirement, while "working hard" is rather vague.

2. Division of employee work areas

After clarifying the requirements of knowledge and skills for each position, we should use this as a reference to find out the gap between existing employees. An important purpose of training is to make employees who do not meet the requirements of post knowledge and skills meet the requirements after training. However, employees may not gain anything after receiving training, because it has a lot to do with employees' subjective wishes. If he has no desire for training at all, or is unwilling to do his job well, then training is meaningless to him.

In order to make the training targeted and really helpful to employees, it is necessary to distinguish employees. According to the two requirements of employees' work attitude and work skills, employees can be divided into four areas.

The first area: good working attitude, post knowledge and skills meet the requirements;

The second area: the work attitude is not good, and the post knowledge and skills meet the requirements;

The third area: good work attitude, post knowledge and skills do not meet the requirements;

Fourth area: Poor work attitude, post knowledge and skills do not meet the requirements.

For the employees in Area 1, they are already (or will soon become) the backbone employees of the company. For these employees, the company should actively consider their career development and plan a path for these employees to grow in the company. Based on the consideration of growth, the company should arrange some corresponding training to help employees grow up and achieve the purpose of motivation. They are the focus of training.

For the employees in the second district, their post knowledge and skills have reached the requirements of the company, so the problem to be solved is the work attitude. The problem of work attitude may be because employees do not agree with the company's organizational culture, management philosophy and management methods, or do not combine their future development with the company.

The company can keep abreast of the ideas of employees in the second district through discussion or individual communication. If it is a company management problem, it should be solved in time. If it is a personal development problem, it can provide them with more opportunities to display their talents. The employees in the second district mainly participate in the regular training of the company.

For employees in the third district, it is also the focus of company training. Different from the first district, they mainly focus on health training, and the purpose of training is to make them adapt to the requirements of their posts as soon as possible. Because they have a good working attitude, the company has reason to believe that they can work better for the company through training.

For employees in fourth area, the company has to spend a lot of energy to make them complete their work tasks. Generally speaking, it is difficult for enterprises to tolerate such employees to continue to exist in their jobs. For the employees in fourth area, the Human Resources Department can talk with the employees and their immediate superiors respectively to fully understand the facts. If the situation is true, employees can be required to meet the job requirements within a time limit, otherwise they will be transferred or dismissed. Fourth area's employees mainly participate in the company's regular training.

3. Eliminate the employee gap

By dividing the working areas of employees, we can determine the key training targets (employees in the first and third districts).

For each key training object, it is necessary to make clear the gap between it and the target.

For the employees in the first district, the line supervisor should discuss the career development in the company with the employees and determine the career development goals for this year. The gap between the goal and the existing ability is the demand for training. For employees in the third district, it is necessary to make clear which projects are inconsistent with their knowledge and skills. This gap is the training needs of employees in the third district.

Because each employee's post or specific work ability is different, we should do it separately in clarifying the employee gap. The human resources department should record the gap between each employee for reference when making training plans in the next step.

4. Prepare the training demand survey report

After the human resources department collects all the information completely, it should sort out and analyze the information. In the process of analysis, we should pay attention to the integration of ubiquitous training needs. Finally, based on the analysis, the training demand investigation report is compiled. It is best to prepare a report by department, which should generally cover "knowledge and skill requirements of each position", "gap between employees and requirements" and "suggestions of department employees and managers on training".