雇员培训与开发PPT课件

第七讲雇员培训与开发Chapter7TrainingandDevelopingEmployees,Openingcase:施乐公司获取竞争优势GainingcompetitiveadvantageatXerox,Theproblem:市场份额严重下滑AseveredropinmarketshareThesolution:通过质量来领导的五年计划Five-yearprogramentitled“Leadershipthroughquality.”培训课程目的是在质量改进方案中能够完成他们的新任务Trainingcourses:Helpingtofulfilltheirnewroles引导培训-针对团队有效性和解决问题的技能培训-在工作中实践并反馈Orientation-Trainingfocusedoneffectiveteamworkandproblem-solvingskills.-practiceandfeedbackTheresult:消费者的满意度增加了40%，同时有关质量的投诉下降了60%Employeeswerenowworkingtogetherasteamstoidentifyandcorrectqualityproductionandserviceproblems.,Chapteroutline,7.1把培训开发与竞争优势联系起来Linkingtraininganddevelopmenttocompetitiveadvantage7.2有效培训的指导过程TheinstructionalprocesstotrainingHowcompaniesassesstheirtrainingneedsPresenttrainingprogramstomaximizelearningMethodsoftrainingEnsuretrainingistransferredtothejobTrainingevaluation7.3基层经理与人力资源部门的角色linemanagesandHRMdepartmentsroles,7.1Linkingtraininganddevelopmenttocompetitiveadvantage,1.提高工人的能力2减少不希望人员的流动率3培训和开发的成本效益,TrainingandDevelopmentPracticesandLinkstoworkercompetence,TrainEmployees,CompetitiveAdvantage,PermanentChangeInKSAsOfNewEmployees,PermanentChangeInKSAsOfCurrentEmployees,ImprovedEmployeeCompetence,提高新雇员能力的培训TrainingThatIncreasestheCompetenceofNewEmployees,引导培训Orientation技术培训Technical文化培训Literacy,提高现有雇员能力的培训TrainingThatIncreasestheCompetenceofCurrentEmployees,纠正性培训Remedial与变革有关的培训Change-related开发性培训Developmentalinstruction,美国90%的公司有正式的培训预算美国雇员每年平均接受15小时的培训，每年美国用于培训的小时数总计为150亿小时摩托罗拉1992年职工教育经费增加400万美圆，新增课程100余种，公司获利5亿美圆，培训回报是30：1，投入一美圆，三年内生产率方面收回30美圆。许多美国组织的培训效果令人沮丧。在有代表性的公司中，约有一半公司的培训成本被浪费了，仅有10%的培训学习材料被真正用于工作。,7.2培训方案的有效指导过程TheInstructionalProcess,7.2.1决定教什么Decidingwhattoteach7.2.2决定怎样使参加培训者的学习效果达到最大Decidinghowtomaximizeparticipantlearning7.2.3选择恰当的培训方法Choosingtheappropriatetrainingmethods7.2.4保证培训所学被用在工作上Ensuringthattrainingisusedonthejob7.2.5确定培训方案是否有效Determiningwhethertrainingprogramsareeffective,7.2.1决定教什么DecidingWhattoTeach,评估培训需要Assessingtrainingneeds确定培训目标Determiningtrainingobjectives,TrainingNeed,工作行为不恰当Jobbehaviorinappropriateor知识技能水平不足Knowledgeorskilllevelinadequateand问题能通过培训纠正Problemscanbecorrectedthroughtraining,评价培训需求的重要性AssessingTrainingNeeds,技术不足的雇员的数目Numberofemployeesexperiencingskilldeficiency技术不足的严重程度Severityofskilldeficiency某种技能对达到组织目标的重要性Importanceofskill技能能通过培训得到提高的程度Extenttowhichskillcanbeimprovedwithtraining,确定培训需求的方法MethodsforDeterminingTrainingNeeds,自我评价Self-assessments公司记录Companyrecords顾客投诉Customercomplaints平等就业机会指控EEOcharges雇员不满Employeegrievances,与部门经理面谈Interviewswithmanagers顾客满意度调查Customersatisfactionsurveys观察Observation,确定培训目标DeterminingTrainingObjectives,在本节培训之后，受训者能够在*条件下做*事。达到*标准Bytheendofthissessionthetraineewillbeableto_(anactionword)_(item)_(condition)_(standard)_,TrainingObjectiveExample,Bytheendofthissessionthetraineewillbeabletodesign(actionword)anintegratedcircuit(item)givenanengineeringspecification(condition)Thedesignmustbeefficientandwork.(standard),7.2.2决定怎样使参加培训者的学习效果达到最大DecidingHowtoMaximizeParticipantLearning,赢得和保持学员的关注Gainandmaintaintraineesattention.提供学员实践的机会Providetraineesopportunitytopractice.提供反馈Providetraineesfeedbackonperformance.,如何赢得和保持学员的关注ToGainandMaintainTraineesAttention,阐述培训的重要性和相关性Demonstratetrainingimportanceandrelevance.变化展示材料的速度和种类Varypaceandkindofmaterialpresented.将培训内容分成小块讲解，并经常留出机会让听众参与Useshortsegmentsinvolvingfrequentopportunitiesforaudienceinvolvement.,记忆力Remembering,Hear25%Hearsalestechniques实践的机会Opportunitytopractice不足：Disadvantages:没有指导Littleguidance引起尴尬和丧失自信Embarrassment;lossofself-confidence缺少改正的机会Lackofopportunitytodocorrectly,行为模仿的步骤BehaviorModelingSteps,对材料进行概览Presentanoverviewofthematerial.2.描述实施步骤Describetheproceduralsteps.(thebestway)3.模仿或演示过程的步骤Modelordemonstratetheproceduralsteps.4.允许有指导的实践Allowguidedpractice.(feedbackduringtheskillpractice)进行在职强化Provideon-the-jobreinforcement.受训者看任务的执行过程，并带着反馈去实践任务直到熟练Atrainingmethodinwhichtraineesareshownhowataskshouldbeperformedandthenpracticethetaskwithfeedbackuntiltheyarecompetent.,电脑化指导Computer-BasedInstruction,使用电脑，通过操练/辅导、游戏、和模拟过程对学员进行指导Atrainingmethodthatusesacomputertoinstructstudentsthroughdrills/tutorials,games,andsimulations.DrillsGamesComputersimulations,电脑化指导Computer-BasedInstruction,优点Advantages交互性Interactivity自我调速式学习Self-paced无须承担拿实际设备做培训工具带来的相关成本和风险Consequencesofmistakeslesscostly,缺点Disadvantages昂贵Expensive计算机恐惧症“Computerphobia”,在线的电脑化指导On-LineComputer-BasedInstruction,Advantages节约成本Costsavings便利convenience,Disadvantages没有可见的指导者Instructornotpresent有些培训方法不可用Sometrainingnotfeasible,视频培训VideoTraining,展示预先录制的内容以说明问题Presentprerecordedcontenttodemonstrateapoint录制和重放受训者在课程中的表现Canrecordandplaybacktraineesperformance,互动性视频培训InteractiveVideoTraining,结合计算机和录象的技术Combinescomputerandvideotechnology如果犯错误会产生严重后果，运用尤为有效Usefulwhenhumanerrorhasgraveconsequences,7.2.4培训的转化TransferofTraining,FromClassroom,ToJob,为何通常只有10%的培训信息被转移到工作中？WhyTransferofTrainingFails,工作环境Workenvironment,suchasproductivitypressures,lackofsupervisorysupport,andpressurestodothejobjustlikeeveryoneelse.未能事先了解材料Dontlearnmaterialinthefirstplace不懂得如何将培训信息运用于现实Dontunderstand“reallife”applications缺少自信Lackofconfidence忘记材料Forgettingthematerial总想恢复旧的行为Temptationstoregress,确保培训转移到工作中EnsureThatTrainingisUsedontheJob,过度学习Overlearning将课程内容与工作相结合Matchingcoursecontenttothejob行动计划Actionplans多阶段培训方案Multiphaseprogramming绩效辅助物Performanceaids培训的后续资源Post-trainingfollow-upresources营造支持性的工作环境Buildingasupportiveworkenvironment,7.2.5.确定培训方案是否有效DeterminingWhetherTrainingProgramsareEffective,评价什么Whattoevaluate评价设计Evaluationdesign,评价什么WhattoEvaluate,课程内容，课程介绍，培训转移，成本有效性Programcontent,programpresentation,transferoftraining,costeffectiveness培训测量工具Measuringinstruments:受训人的反映Traineereactions测试Testing绩效评估Performanceappraisal组织绩效的记录Recordsoforganizationalperformance,评价设计EvaluationDesign,培训组TraineeGroup,前测试Pretest,后测试Post-test,控制组ControlGroup,Pretest,Post-test,7.3一线经理的培训工作LineManagersandTrainingandDevelopment,提供引导培训Provideemployeeorientationtraining.评价培训需求和规划开发战略Assesstrainingneedsandplandevelopmentalstrategies.提供在职培训Provideon-the-jobtraining.确保培训转移Ensuretransferoftraining.,人力资源管理部门与培训TheHRMDepartmentandTrainingandDevelopment,提供引导培训Provideemployeeorientationt