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Introduction
The notion of a resource-based perspective in a knowledge economy reinforces the idea of employees being the most important asset of an organization. HR departments in many companies are compelled to look for ways to increase human capital ([15] Kessels, 2001). One viable way to increase a company's human capital in order to gain competitive advantage is through carefully implemented HR practices such as training and development, performance evaluation and planned manpower changes ([28] Schuler and MacMillan, 1984; [19] Lado and Wilson, 1994; [14] Hwang, 1999). Training, especially, is an important strategic practice in the development of internal competence.
Training activities precede any knowledge management practices currently in fashion as the primary means to transfer programmed organizational knowledge and know-how to employees. However, unlike knowledge management practices, there seems to be a lack of efficient use or coordination in modern technologies in training related processes. Though we have seen an increase in the utilization of HR management information systems, from a humble 7 percent in the 1970s, to 68 percent in the 1980s, and to a whooping 88 percent in the early1990s, the applications are still limited to the more traditional aspects of personnel management, such as compensation and hiring ([17] Kinnie and Arthurs, 1993). Also, although e-learning is receiving much attention from academics and practitioners, the applications deal primarily with the delivery of learning contents. The process of deciding who should get training on what, i.e. the planning process, is still done manually today. [4] Blanchard and Thacker (1999) highlighted the importance of structure and technology as the two internal factors which strongly affect an organization's competitive position. To improve an organization's competitive stand, we call attention to the use of the latest information technologies to support this strategic planning process called training needs assessment.
[31] Swanson (1987) proposed a five-step technical training system model which includes analysis, design, development, implementation and evaluation. Needs assessment, which occurs during the initial planning and analysis of a training program, is the most vigorous and important step in the training and development process. The accuracy of the analysis determines the legitimacy and effectiveness of training program design and subsequent deliveries in the latter stages of the training process. There are various ways to determine employees' developmental...