培训与发展PPT演示文档

.,1,TRAINING AND DEVELOPING,培训与发展,.,2,任何用来发展雇员的知识、技巧、行为或态度，以有助于达到组织目标的系统化过程。根据实际工作的需要，为提高劳动者素质和能力而对其实施的培养和训练。,培 训,.,3,Training and Development,Training is,the acquisition of knowledge and skill for present tasksa tool to help individuals contribute to the organizationa means to an end,Development is,the acquisition of knowledge and skill that may be used in the present and the futurethe preparation of individuals to enrich the organization in the futurethe act of being involved in many different types of training activities and classes,.,4,改进在现有职位的工作业绩 为今后可能的提升做准备 响应环境的变化,培训的作用,.,5,培训的种类和内容,职前培训,一般性培训,公司的历史、传统与基本方针,公司风气，公司理念、价值观,本行业的现状与公司的地位,企业的制度与组织结构,产品知识、制造与销售,公务礼仪、行为规范,在职培训,管理人员培训,专业性培训,.,6,自我开发,Off JT,高 层,中 层,基 层,新员工,OJT,教育培训体系,.,7,教育培训体系,新员工培训,目的互相了解打消疑虑适应工作培养归属感内容企业文化培训规章制度培训业务培训熟悉环境,管理人员培训,目的发展能力更新知识改变态度传递信息,形式在职开发替补训练短期学习轮流任职计划基层主管开发计划决策训练决策竞赛角色扮演敏感性训练跨文化管理训练,形式参观录象面谈导师讲课,.,8,培训需求评估,目标确立,培训内容与方法设计,实施培训,制定标准,对参训者预先测验,培训监控,培训评价,后果评价,反馈,需求分析阶段,设计与实施阶段,评估阶段,如何进行培训,.,9,人员分析,决定谁应该接受培训和他们需要什么培训,通过业绩评估，分析造成差距的原因收集和分析关键事件进行培训需求调查,任务分析,决定培训内容应该是什么,分析个人工作的业绩评价标准、要完成的任务、成功完成任务所需的知识、技术、行为和态度,培训需求分析,分析,组织分析,决定组织中哪里需要培训,目 的,考察组织长期目标、短期目标、经营计划来判定知识和技术需求将实际结果与目标进行比较制定人力资源计划评价组织环境,具 体 方 法 举 例,.,10,Starting Point,HRD Function,Client/Customer understanding,A COMPARISON: TRADITIONAL VS CUSTOMER/CLIENT-ORIENTATION,CHARACTERISTIC,TRADITIONAL APPROACH,CUSTOMER/CLIENT-ORIENTATION,Focus,HRD Means,HRD Ends,Organizational Ends,Revenue,Planning Horizon,Operating,Existing programs/services,“Selling” or “You take what we offer”,Number of participants enrolled; number of courses; budget variance,Skill development,Customer goal attainment and impact,Short term,Getting employees and management to take what is offered,Customer business issues,Customer-oriented practices; customized programs and services,Client/customer satisfaction; bottom-line impact,Customer goal attainment and impact,Client provides revenue based on alignment with needs and satisfaction with deliverables,Long termposition for the future,Understanding customer business needs and meeting those needs,.,11,出发点,人力资源开发职能,了解顾客,传统培训与客户导向培训的对比,特 征,传统方法,顾客导向方法,中 心,开发方法,人力资源开发的目标,组织目标,收 入,计划跨度,运 行,现有的项目和服务,出售：你得到我能提供的,参加的人数，课程门数，预算的增加,技能的提高,根据课程的数量或参加者的人天数,短期,让员工和管理人员接受提供给他们的东西,顾客的问题,顾客导向的活动：顾客化的项目和服务,顾客满意,顾客目标的实现,顾客根据与其需求的适应程度和对培训的满意程度提供,长期,了解顾客的需求并满足这些需求,.,12,设定培训目标,例,知识目标：培训后受训者将知道什么行为目标：受训者将在工作中做什么结果目标：通过培训组织获得什么最终结果,知识目标：什么是人力资源管理行为目标：设计、制定各种人力资源管理制度和方案结果目标：员工满意度提高、流动率降低、效益提高,.,13,培训设计和提交,设计培训内容选择培训方法 工作轮换 学徒制 授课 讨论会 录相 模拟 角色扮演 内部网 远程教育实施培训,.,14,培训评估,作用 决定是否继续进行 改进培训,途径 反映 考试 行为 结果,方法 对照组 时间序列设计,.,15,方案设计目的向新的基层主管提供人员有效管理所需的能力和知识。第一阶段：课前活动识别有成效与无成效的活动；与老板一起讨论其工作的基本要素；选择一个参加者和老板都要面对的重要机会和问题；将一个员工评价样本送给培训项目协调人。第二阶段：5天的封闭课程支持性题目（1.5天）我们为什么到这儿来分析工作问题培训特殊健康服务时间管理雇用依据第三阶段：课后活动通过并实施行动计划方案给参加者和老板的问卷,基层管理培训方案：一个实例,关键性题目（2.5天）实施计划及评论文件处理能力员工等级评定工资管理员工开发,项目评价（1天）制定行动计划方案排列培训题目评价项目,.,16,内容体系（对象、内容、方法）组织体系（分工）师资队伍经费投入,培训管理,.,17,培训转移问题,培训设计 受训者特性 工作环境,.,18,Questions help you turn your trainees into learners, and keep learning intact after the training is over,1. Why do you think you need training? What is the problem or opportunity?2. Is training the best solution for this problem?3. How has your company addressed this problem in the past? How have other companies addressed it?4. What is the hoped-for outcome of the training and how will you know if youve achieved it?5. Who will the training target?6. What is your timeline and budget?7. What is the history and reputation of training in your company?8. Who will be responsible for selecting, monitoring and evaluating the training?9. Should we use an in-house or an outside trainer? Should we train onsite or off?10. What is the best way to deliver the training content?,.,19,11. Does the program offer multidimensional learning?12. Does the training give participants meaningful opportunities to learn actively?13. Does the program offer real life problem solving?14. Does the training match your corporate culture?15. What materials does the program use?16. What are the qualifications of the training program?17. What are the qualifications of the individual facilitator?18. Who has used the training? What do they say about it?19. Is there a guarantee?20. What must be done to ensure training has a lasting impact?,Questions help you turn your trainees into learners, and keep learning intact after the training is over,.,20,组织学习与学习型组织,.,21,组织学习是一个主动适应环境的过程，在此过程中组织及其成员积极学习并应用组织内外有用的知识，指导组织的行为，同时也影响着组织的环境。,学习型组织,是指通过培养弥漫于整个组织的学习气氛、充分发挥员工的创造性思维能力而建立起来的一种有机的、高度柔性的、扁平的、符合人性的、能持续发展的组织。这种组织具有持续学习的能力，具有高于个人绩效总和的综合绩效。,组织学习,概念,.,22,学习型组织的五项修炼,自我超越（P