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A Model to Analyze Small and Medium Enterprisesrsquo;TrainingNeeds Related to the Internationalization
国际化背景下中小企业培训需求分析模型
SMEsrsquo;Training Needs Analysis 中小企业培训需求分析
In order to encourage SMEsrsquo;involvement in training,programs should be more oriented to satisfy their expectations in terms of relevance of the training(training opportunities directly applicable to current situations to their business)and the delivery process(location,timeofday,and length of session)(Walker,Redmond,Webster,amp; Le Clus,2007)．In this regard,the analysis of business needs appears to be a relevant issue,especially in the case of smaller companies,as already mentioned,where failure to meet SMEsrsquo;needs is perceived as one of the main barriers to participation in formal training(Panagiotakopoulos,2011)．Failure or incorrect analysis of needs can lead to defining training programs that respond only partially to business needs,so courses are often a stimulus to understand what might serve,instead of solving the problem,to give immediate and concrete answers(Massey,2004) ．
Several authors have underlined the importance of involving SME owners and managers in the early stages of training design in order to better identify the issues in which the training could have a greater impact (Fernald,Solomon,＆Bradley,1 999；Johnstonamp; Loader,2003)．In this stage,the support of competent professionals is essential to avoid evaluation errors by owners and managers in their self-analysis．It can also happen that owners and managers identify training needs that are not consistent with business goals or with the resolution of certain issues；therefore,they should be guided in the process of analysis(Walker et al．,2007),trying to achieve a balance between what is perceived by corporate leadership and the evaluations of the consultant/trainer(Wong,Marshall,Alderman,amp;Thwaites,1997) .
McClelland(1994)emphasized the advantages of on-site observations as a method of analysis for the identification of the skills gap(P.7) : hellip;it is a versatile means for obtaining both qualitative as well as quantitative feedback regarding skill/knowledge deficiencies and,in particular,training needs．Depending on the focus and goals of the observation,it should be conducted by individuals who are experienced and knowledgeable with regards to the work processes,procedures,methods,and practices being observed.Such subject matter experts(SMEs)can be found both inside as well as outside the organization. Using an internal resource is generally less costly,however they are more subject to organizational and even peer pressures than an external resource would normally be．
The on-site observations appear to provide an interesting method that can help to identify very specific needs and to respond with strongly customized programs to individual cases of intervention．However,it is difficult in reality to use this method,especially among those organizations that provide training services to a wide audience of SMEs and that aim to optimize resources．Reference is made in particular to the institutional bodies,trade associations,and other organizations which represent a significant part of the training offer and that manage important economic resources to devote to qualifying SMEs.The above method may be useful to verify and explore more deeply some aspects that might appear common to a number of target companies and could therefore be applied to certain companies identified as part of the sample.
In conclusion,this problem reveals the need to find a proper balance between the need/opportunity to provide more targeted responses and the need to involve more companies,since the SME system appears to be quite wide,especially in Italy and in the Marche Region.
为了鼓励中小企业参与培训，计划应该更加注重培训的相关性（直接适用于当前情况的培训机会对企业）和交付过程（地点，一天中的时间以及（沃克，雷德蒙，韦伯斯特和里克斯，2007）。在这方面，对业务需求的分析似乎是一个相关问题，尤其是在小公司的情况下，如前所述，如果不能满足中小企业的需求是
被认为是参与正式培训的主要障碍之一（Panagiotakopoulos，2011）。对需求的失败或不正确的分析可能导致定义仅仅部分满足业务需求的培训计划，所以课程往往是理解可能服务的一种刺激，而不是解决问题，立即给出具体的答案（梅西，2004）。
一些作者强调了在培训设计的早期阶段让中小企业主和管理人员参与的重要性，以便更好地确定培训可能产生更大影响的问题（弗纳尔德，所罗门＆布拉德利，1999; 约翰斯顿＆洛德，2003）。在这个阶段，专业人员的支持对于避免业主和管理人员在自我分析中的评估失误至关重要。业主和管理人员也可能发现与业务目标或某些特定决议不一致的培训需求因此，应该在分析过程中引导他们（沃克等.，2007），试图在企业领导层和顾问/培训师（王，马歇尔，奥尔德曼和思韦茨）的评价之间取得平衡，1 997）。
麦克莱兰（1994）强调了现场观察作为识别技能差距的分析方法的优势（第七页）：hellip;它是获取关于技能/知识缺陷以及特别是培训需求的定性和定量反馈的一种多功能手段。根据观察的重点和目标，应该由经验丰富和知识渊博的人到工作流程，程序，方法和实践被观察到。这些主题专家（中小型企业）可以在组织内部和外部找到。使用内部资源通常成本较低，但与外部资源通常相比，他们更容易受到组织甚至同伴压力的影响。
现场观察似乎提供了一种有趣的方法，可以帮助确定非常具体的需求，并针对个别干预案例采用强烈定制的方案。但是，实际上难以使用这种方法，尤其是那些为广泛的中小企业受众提供培训服务，并致力于优化资源。特别提到了体制机构，行业协会和其他组织，这些机构代表培训要约的重要组成部分，并管理重要的经济资源以投入资格中小企业。以上方法可能对验证有用并更深入地探索一些目标公司可能会遇到的共同问题，因此可以应用于某些被确定为样本一部分的公司。
总之，这个问题揭示了在提供更有针对性的反应的需求/机会和涉及更多公司的需求之间找到适当平衡的必要性，因为中小企业系统似乎相当广泛，特别是在意大利和马尔凯地区。
Awareness and use．意识和使用。
The lack of awareness of training programs and export assistance appears to be more acute among firms at the beginning of their exporting process(Moini,1998；Freixanet,2012).So,the number of programs known and used increases with the export involvement of firms．Starting/passive exporters know and use the last numbers of programs.However,there is an overall lack of awareness in all stages of export involvement,which causes a low level of export programs use．Regarding the export education program in particular,Samiee and Walters(2002)stated that regular exporting firms are significantly more interested in export education than sporadic exporters and they also varied in terms of use and preferred means of acquiring exporting knowledg.In fact,even if on-the job training is the most important source for both sporadic and regular exporters,export information and support provided by government agencies are considered very important only for the first one.Sporadic exporters also place greater emphasis on college education,while conversely,regular exporters prefer sem
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