In their focal article on how industrial and organizational (I-O) psychologists can extend the conversation on sexual harassment and sexual assault via workplace training, Medeiros and Griffith (2019) discuss important considerations for designing the training programs to promote transfer and improve evaluation of key outcomes. The authors briefly discuss needs assessment and its associated components—organization analysis, task analysis, and person analysis—noting a range of issues that may be revealed at any of the three stages of analysis. We agree with all of the elements discussed in that section; however, we think that one particularly important component of the organization analysis—link to strategy—was not explicitly discussed. Here, we argue that linking organizational learning and training efforts to business strategy is well positioned to play a very critical role in the overall effectiveness of sexual harassment and assault training. A thorough needs assessment is crucial to ensuring training effectiveness and efficiency (Brown, 2002), and organization analysis is a vital piece to that assessment: “Organization analysis involves determining the appropriateness of training given the organization’s strategic goals, environment, resources, and characteristics” (Brown, 2017, p. 1647). As this definition indicates, the organization’s strategic goals should guide planning for and carrying out necessary employee training. For training to be effective, it must support organizational strategy, ensuring that training objectives are directly aligned. Everything from the type of training needed to ensuring that resources are in place to meet training needs to securing buy-in from members of the organization and management are dependent on the overall strategic goals of the company. Ultimately, the aim is to provide employee training that will help execute company strategy (Smith, 2008). Establishing the link between sexual harassment training and organizational goals—such as improving workplace climate, higher productivity, or improved organizational reputation— provides a number of notable benefits both for those wishing to implement the training (i.e., I-O psychologists, HR professionals, training personnel) and for the organization and its members. As indicated above, strategic alignment of training not only ensures that training supports the organization’s mission and facilitates the attainment of organizational goals (e.g., Arthur, Bennett, Edens, & Bell, 2003; Reed & Vakola, 2006) but also helps to secure management support and corresponding resources, which are crucial in the training design process and in ensuring the success of training. At the onset of training, in particular, the importance of organizational buy-in and garnering adequate resources cannot be overstated (Noe, 2017). Not only do senior leaders have the authority to institute training policies and practices, but meta-analytic results demonstrate that organizational buy-in established during organization analysis, and management support in particular, enhance trainees’ motivation to learn and to apply learned skills on the job (Colquitt,

中文翻译：

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通过使培训工作与业务战略保持一致来提高性骚扰和性侵犯培训的有效性

Medeiros 和 Griffith（2019 年）在他们关于工业和组织 (IO) 心理学家如何通过工作场所培训扩展关于性骚扰和性侵犯的对话的焦点文章中讨论了设计培训计划以促进转移和改进对关键结果的评估的重要考虑因素. 作者简要讨论了需求评估及其相关组成部分——组织分析、任务分析和人员分析——指出了可能在三个分析阶段中的任何一个阶段揭示的一系列问题。我们同意该部分讨论的所有要素；然而，我们认为组织分析的一个特别重要的组成部分——与战略的联系——没有被明确讨论。这里，我们认为，将组织学习和培训工作与业务战略联系起来，可以很好地在性骚扰和攻击培训的整体有效性中发挥非常关键的作用。彻底的需求评估对于确保培训有效性和效率至关重要（Brown，2002 年），组织分析是该评估的重要组成部分：“组织分析涉及根据组织的战略目标、环境、资源和特征来确定培训的适当性”（布朗，2017 年，第 1647 页）。正如该定义所示，组织的战略目标应指导计划和实施必要的员工培训。为了使培训有效，它必须支持组织战略，确保培训目标直接一致。从所需的培训类型到确保资源到位以满足培训需求，再到确保组织成员和管理层的支持，一切都取决于公司的总体战略目标。最终，目标是提供有助于执行公司战略的员工培训（Smith，2008 年）。在性骚扰培训和组织目标之间建立联系——例如改善工作环境、提高生产力或提高组织声誉——为那些希望实施培训的人（即 IO 心理学家、人力资源专业人员、培训人员）提供了许多显着的好处) 和组织及其成员。如上所述，培训的战略调整不仅确保培训支持组织的使命并促进组织目标的实现（例如，Arthur、Bennett、Edent 和 Bell，2003 年；Reed 和 Vakola，2006 年），而且有助于确保管理支持和相应的资源，这对于培训设计过程和确保培训成功至关重要。特别是在培训开始时，组织支持和获得足够资源的重要性怎么强调都不为过（Noe，2017）。高级领导者不仅有权制定培训政策和实践，而且元分析结果表明，在组织分析期间建立的组织支持，尤其是管理支持，