We can ask what they want. how we can help them reach their individual and professional goals. what we can help them achieve beyond promotions and salary increases. and how we can work as a unit toward common goals. This may involve looking beyond the office and into the community.The complete human resources plan should address such issues as employee growth and development, hiring and promotion practices, legal considerations, as well as specific employee placement plans (Moore, M L. 2001, 532-545).The training component should address immediate and long-range goals, behaviors and skills. However, just as a doctor cant treat a patient until she has determined what is wrong and what is needed, the cooperative management cannot begin to fix our training problems until it has conducted a needs assessment.There are many ways to approach such a process. The following is a simplified set of suggested steps to take when conducting a training needs analysis. Of course, the cooperative management may want to use these suggestions as a foundation, building on these ideas by applying its own system philosophy and culture to the process (Bee, F. and Bee, R 1994).It is a good idea to have representatives from within various strata in the organization meet with those who are responsible for the analysis to discuss the goals and procedures, and to get input about various types of existing jobs. It is important at this step to be open about the outcome, avoiding preconceived notions about the expected results. These representatives may also be needed to take part in the observation and assessment phases of the analysis. This group may serve as an advisory committee throughout the process (Rossett, 2002).Assuming this is a broad analysis, covering all positions, each job should be identified, and information should be gathered for each, such as the position description and any job postings or advertisements for that position.