有一种景象经常重复出现:一位管理者或人力资源专业人士与一位培训提供者坐在一起评审培训课程清单,确定该部门希望进行哪些培训课程。培训提供者可能是一位来自当地大学的代表或是某商业培训公司的销售人员。一个部门的培训计划,或者至少其中主要部分往往在不到一天的时间中就安排定了。这样,也许培训需求分析确实没有进行。或许是管理者与几位一线主管交谈或是在主管间传阅一个便函,排出清单中各个课程的重要程 There is a recurring picture: a manager or HR professional is sitting with a training provider to review the list of training courses and determine which training courses the department wants. The training provider may be a representative from a local university or a sales person at a commercial training company. A departmental training plan, or at least a major part of it, is often scheduled in less than a day. In this way, perhaps training needs analysis did not proceed. Perhaps managers talk to a few first-line executives or pass a copy of the memo between executives to expel the importance of each class in the list