基于胜任能力人力资源管理 - 培训管理

基于胜任特征的管理培训,牛雄鹰对外经贸大国际工商管理学院,培训的目的,向企业雇员传授广泛的技能利用培训强化雇员的献身精神,企业用于培训的投资,外企在员工培训上越来越重视，75以上的外企每年的培训费占销售收入的比例在15。其中内训预算没人每年为1930元，时间为8.85天/年；外训预算为1650元，时间为5.2天/年。调查显示，培训费较上一个财政年度稳中有升。2000/4/12中华英才网ChinaHR.com的外企薪资调查（北京市西三角人事技术研究所举办）IBM、施乐、MOTOROLA等公司每年将其工资总额的510用于培训。,两种培训,上岗引导培训在职开发的培训,上岗引导培训,新雇员上岗引导(OrientingNewEmployees),定义：给新雇员介绍做好本职工作所必须的企业基本背景情况的过程。功能：减少新雇员上岗初期的紧张不安及可能感受到的现实冲击；使新雇员尽快熟悉企业的目标、价值观、工作任务、业绩期望等。程序执行者工作标准,新雇员上岗引导程序,准备,迎新,企业基本情况介绍,工作基本情况介绍,核查与补充,签订协议与合同,准备阶段的要求,执行人：部门经理工作标准：新雇员上岗两周前，部门经理填写“人员变动通知单”并交给人力资源部；确定给新雇员介绍的内容。,迎新阶段的要求,执行人：人力资源部工作标准：新雇员上岗第一天到人力资源部报到；发给新雇员工作证；雇员上岗需办手续清单”，填写所有与人力资源部有关的表。,企业基本情况介绍的要求,执行人：人力资源部工作标准：告诉新雇员上岗引导计划；通过视频、手册、印刷材料等手段，向新雇员介绍公司的传统和价值观、人事政策、公司组织结构及运营情况、工作绩效评价、工资发放、加薪与晋升、雇员福利等；将新雇员介绍给其部门经理。,工作基本情况介绍的要求,执行人：部门经理工作标准：按“新雇员上岗需办手续清单”办理自己职责范围内的手续；准确讲解新工作的要求、期望和规则；将新雇员介绍给他或她的新同事；请新同事向新雇员介绍他们在公司工作的工作经验让雇员熟悉工作场所；向雇员讲解安全措施和规章制度。,核查和补充,执行人：人力资源部、部门经理工作标准：核查新雇员有哪些上岗引导计划中的内容被忽略；对被忽略的部分进行必要的补充。,签订协议及劳动合同,执行人：人力资源部、新雇员工作标准：签创新和机密消息协议；签与知识产权有关的协议；签劳动合同。,在职开发培训,培训与开发(TrainingassesscurrentabilitytomeetthoseneedsAskclientswhattheywouldlike;surveyclients,Productknowledge,Definition:Knowthecompanysproductsandservices;keepsknowledgecurrent;knowstheproducts/servicesfeaturesandbenefits,BehavioralCharacteristics,ConsistentlyreviewcompanynewslettersandotherinformationsourcesDeveloprelationshipswithco-workerswhoareexpertsinotherproducts/servicesRegularlyreviewindustrydata/informationforgeneraltrendsAttendseminars,ProspectsClients,Definition:Recognizesclientsthatarepossiblecandidatesforourservices;referstheseclientstoaskilledprofessionalthatisabletoservicetheirneeds,BehavioralCharacteristics,FosteropencommunicationwithpotentialclientsAssessspecificareasofexpertiseofco-workers/professionalsMaintaincurrentandappropriateskilledprofessionalsBuildandmaintainrelationshipwithskilledprofessionalsIntroduceclientandappropriateskilledprofessional;follow-up,Clientservice,Definition:Meetsandexceedstheexpectationstalksandactswithclientsinmind,BehavioralCharacteristics,AnticipateoraskwhattheclientwantsandtrytoprovideInitiateaction/responsetoanyclientcomplaint/inquiryActandrespondinatimelyeffectivemanner,evenifjustafollow-upConsidereveryclientinteractionimportant,whetherinternalorexternalclient,Cross-selling,DefinitionPersuadesandinfluencestheclienttoacceptotherproductsandservices,BehavioralCharacteristics,HavethoroughknowledgeandunderstandingofapplicableproductsandservicesProvideconsistentexceptionalsupportforexistingproductsandservicesKnowtheclientsbusinesstoseetheapplicabilityandvalueofothercertainproducts/servicesAsktheclientforthesale;customizetheproduct/serviceifappropriate,Handlesdifficultclients,DefinitionHandlesandresolvesclientscomplaintsandproblems.consistentlyprobesclienttoidentifyacompromiseor“winwin”situation.Initiatesfollow-upcommunicationstoinsureproblemorcompliantresolved,BehavioralCharacteristics,Treatclientwithrespect;showconcernListenattentively,donotinterrupttoacceptothercallsPresentoptions/multiplesolutionsfortheclientwhenpossibleFollowthroughandtakeaction;communicationsituationandstepsforresolutiontoothersasappropriate,Relationshipmanagement,DefinitionManagesclientrelationshipswiththeorganization.Understandsandplansclientsportfolios.Insuresmaintenanceofrelationshipofrelationshipandoptimizessalesopportunities.,BehavioralCharacteristics,Buildrelationshipwithclients;communicateeffectivelyAnticipateoraskabouttheirneeds;maintainopentwo-waycommunicationHavethoroughknowledgeandunderstandingofapplicableproducts/servicesFollow-upwithaccurateandtimelyinformationandproposals,Salesclosing,DefinitionPresentstheproducttotheclient.Bringstheclienttoconclusion,acceptance,andpurchaseoftheproduct.,BehavioralCharacteristics,Reviewclientneedsandareasofstrengththatrelateintheproposal;emphasizestrengthsMakeanypossiblemodificationstosuitclientneedsAskforthesaleAddressanyissuesorconcernsinatimely,efficientmanner,编制三个问卷,组织分析问卷人员分析问卷任务分析问卷,常见的培训技术,在职培训工作指导培训讲座视听技术远距离培训程序化教学新雇员模拟培训,制定培训开发方案并实施,一种五部教学法,FiveTeachingStrategies,CooperativeLearningInquiryQuestionsandAnswersSimulationDemonstration,1.CooperativeLearning,CLreferstoasetofinstructionalmethodsinwhichstudentsworkinsmallmixedabilitylearningteams.Eachstudentrespondsfornotonlyforlearningmaterialinclass,butalsoforteamworklearning.,SixcharacteristicsofCL,)Heterogeneous)PositiveInterdependence)Face-to-faceinteraction.talkto,listento,connectwith,ask.others)Individualaccountability)Socialandacademicgoals,Identification)Groupprocessing,TeachersResponsibility,SelecttopicsArrangegroupPreparematerialsGiveataskstatementandsetupgoalsSetupjudgingcriteriaAnticipateandsolveproblems,GroupWorkingBehavior,ParticipatingingroupactivitiesStayinginthegroupListeningAskingquestions,2.Inquiry,Inquiryapproachesbeginwithquestionsandrelyonthemheavilythereafteraswaystostimulatestudentsexploration,discovery,andcriticalthinkingaboutsubjectmatter.(Questionisthebasicmethod.),AnInquiryApproachisbuiltaround:HypotheticalcasesEntrapmentTracingconsequencesQuestioningauthority,Theclassroomclimateisveryopenforstudentsquestioning.Theproceduremayvaryfromonesituationtoanother,ThemajorobjectivesofInquiry:,Todevelopexperience;Toexplore;Todiscoverfacts,generalizations,andtechniques.Alternativepredictionsareencouraged.Tracingconsequenceshelpsstudentsgainbetterunderstanding.,3.Questions&Answers,Mainreasonsforquestioning:TogetstudentstoparticipateTocheckonstudentscomprehensionTotrackstudentsattentionToteststudentsknowledgeofatopic.TodiagnosestudentsweaknessesTobreaktheice(letthediscussiongoing)ToallowastudenttoshineinfrontofhisclassmatesToestablishexplanationToreviewworkTobuildupthestudentssecurityTolearnaboutstudentsthemselvesTodiscussaspecifictopic,Characteristicsofgoodquestions,ClearPurposefulBriefNaturalSequencedThoughtprovoking,Stimulation(apowerfulstrategy):,S