培训管理者管理与组织技能拓展培训任务报告

1、MANAGING AND ORGANISING SKILLS PROMOTION FOR TRAINING MANAGERSREPORT FROM MISSION18 JULY 2014PIRKKO JONSSONCONTENT OF TODAYS PROGRAMME DISCUSSIONS IN HUBEI REGARDING TRAINING (ISSUES I HAVE PICKED UP) THE TRAINING MANAGEMENT MANUAL FACTORS THAT INFLUENCE LEADERSHIP DEVELOPMENT WHAT TO CONSIDER WHEN

2、DEVELEOPING MANGERIAL SKILLSDISCUSSIONS IN HUBEI REGARDING TRAINING (ISSUES I HAVE PICKED UP)湖北会议有关培训的讨论（我选择的议题）湖北会议有关培训的讨论（我选择的议题）THOROUGH TRAINING PLANS A LOT OF TRAINING IS DONE BY REQUIREMENTS OF THE LAW完整的培训计划根据法律要求，需要做许多培训MUCH FOCUS ON TECHNICAL SKILLS LESS ON PEOPLE SKILLS更多关注专业技能较少关注人际交往技能 L

3、ECTURES IS WIDELY USED AS A TRAINING METHOD讲座是常用的培训方式DISCUSSIONS IN HUBEI REGARDING TRAINING(ISSUES I HAVE PICKED UP)湖北会议有关培训的讨论（我选择的议题）湖北会议有关培训的讨论（我选择的议题）CHALLENGES 挑战挑战 HOW TO DISCOVER ACTUAL TRAINING NEEDS?如何发现实际的培训需求？HOW CAN PARTICIPANTS BE MORE INVOLVED BY USING A VARIETY OF TRAINING METHODS?如何

4、能通过多种培训方法吸引更多的参与者？WHAT TO DO WHEN PARTICIPANTS DONT LIKE NEW TRAINING METHODS?参与者若不喜欢新的培训方法该怎么办？HOW TO KEEP THE TEAM HEALTHY?如何确保团队的健康发展？RESULTS OF TRAINING OFTEN DIFFICULT TO ASSESS培训结果通常很难评估DISCUSSIONS IN HUBEI REGARDING TRAINING(ISSUES I HAVE PICKED UP)湖北会议有关培训的讨论（我选择的议题）湖北会议有关培训的讨论（我选择的议题） HOW T

5、O TRANSMIT LEARNING TO THE ACTUAL WORK PLACE? 如何将学习转移到实际的工作场所中？ COMMUNICATION SKILLS IN GENERAL IS MENTIONED AS AN IMPORTANT AREA FOR IMPROVEMENT 沟通技能通常是改进的一个重要领域 WHAT IF THE MANAGER DONT LIKE WHAT TRAINEES HAS LEARNED? TRAINEES WANT TO PRACTISE/INTRODUCE NEW SKILLS/CONCEPTS WHEN THEY COME BACK FROM

6、 TRAINING. 如果经理人不喜欢受训人员所学习的内容怎么办？受训者接受训练之后想要练习/介绍新的技能/观念。TRAINING MANAGEMENT STEPS培训管理步骤培训管理步骤DEFINE/ASSESS TRAINING NEEDS确定/评估培训需求PLAN THE TRAINING规划培训IMPLEMENT THE TRAINING实施培训EVALUATE THE TRAINING评估培训TRAINING MANAGEMENT STEPS培训管理步骤培训管理步骤STEP 1: DEFINE/ASSESS TRAINING NEEDS第一步：第一步：确定/评估培训需求SOME TR

7、AININGS ARE DEFINED IN ADVANCE AND NEED NO ASSESSMENT PROCEDURE一些培训需要提前确定，不需要评估手续IMPORTANT TO RELATE TRAINING ACTIVITIES TO THE NEEDS IN THE ORGANISATION将培训活动与组织的需求联系起来非常重要CAN BE DONE IN DIFFERENT WAYS: 可以用不同的方式实现：-INTERVIEWS REQUIRES GOOD INTERVIEWING SKILLS 采访需要良好的采访技能-QUESTIONNAIRES 问卷调查TRAINING

8、MANAGEMENT 培训管理培训管理STEP 2 PLANNING OF TRAINING 第二步第二步培训规划培训规划DETERMINE THE TARGET GROUP确定目标群体DECIDE ON TIME FRAME AND CONTENT确定时间范围和内容DECIDE ON WHO THE TRAINERS WILL BE确定培训人员DEVELOP AIMS AND OBJECTIVES OF THE TRAINING制定培训的目标 DECIDE ON TRAINING METHODS确定培训方法TRAINING MANAGEMENT培训管理培训管理TRAINING METHODS

9、培训方法培训方法LECTURES 讲座讲座TRADITIONAL LECTURES ARE IMPORTANT IN TRAINING AND ARE USED WHEN INTRODUCING SOME NEW CONCEPTS OR INFORMATION THAT ARE NEW TO THE TRAINEES传统的讲座在培训中很重要，当介绍一些对于受训人员比较陌生的概念或信息时通常会采取讲座的形式TRAINING MANAGEMENT培训管理培训管理BRAINSTORMING 集体研讨（头脑风暴）集体研讨（头脑风暴）BRAINSTORMING IS A USEFUL METHOD TO

10、 PROVIDE THE SESSION WITH IDEAS BUT ALSO EXPLORE ATTITUDES REGARDING A SPECIFIC ISSUE集体研讨是为会议贡献主意的一种有效方法，同时也可以了解针对具体问题应采取的态度TRAINING MANAGEMENT培训管理培训管理GROUP WORK 小组活动小组活动THE USE OF SMALL GROUPS FOR LEARNING IS A COMMON METHOD. THE AIM OF USING GROUP WORK COULD BE MANY; TRAIN AND DEVELOP SKILLS, SOLV

11、E A PROBLEM,SHARE EXPERIENCES AND KNOWLEDGE, LEARN TO KNOW EACH OTHER EC.小组学习是一种常见的形式。小组活动有许多目标；培训并拓展技能、解决问题、分享经历和信息、相互了解等。THE USUAL PROCEDURE IS TO DIVIDE PARTICIPANTS INTO GROUPS OF 6-7 PEOPLE AND PRESENT THEM WITH A TASK通常的步骤是将参与者分为6-7人的小组，每个小组分派一项任务。TRAINING MANAGEMENT培训管理培训管理BUZZ GROUP/BEEHIVE讨

12、论小组讨论小组BUZZ GROUP/BEEHIVE IS A SPECIAL FORM OF GROUP WORK WHERETHE TRAINEES ARE DIVIDED INTO SMALLER GROUPS OF 2-3 PERSONS, USUALLY THOSE WHO SIT NEXT TO EACH OTHER IN THE ROOM讨论小组是小组活动的一种特殊形式，培训人员被分为多个小组，每组2-3人，他们一般都会坐在一起。TRAINING MANAGEMENT培训管理培训管理CASE STUDY 案例研究案例研究THE CASE STUDY IS A WRITTEN DES

13、CRIPTION OF AN ACTUAL OR IMAGINED EVENT, INCIDENT OR SITUATION WHICH IS USED AS A BASIS FOR ANALYTICAL DISCUSSION. THIS IS AN ESPECIALLY USEFUL TECHNIQUE FOR USE WITH SMALL GROUPS WHO HAVE SUFFICIENT KNOWLEDGE AND INTEREST TO BENEFIT FROM A HIGHLY PARTICIPATORY APPROACH案例研究是用文字描述实际的或构想的活动、事件或情况。案例研究

14、是分析性讨论的基础，在小组讨论中非常有用，因为小组人员有足够的认知度和兴趣从一种参与度较高的途径中获益。TRAINING MANAGEMENT培训管理培训管理ROLE-PLAY 角色扮演角色扮演ROLE-PLAY IS A SPECIAL KIND OF CASE STUDY WHERE THE TRAINEES ARE INVOLVED IN ON THE SPOT “ACTING OUT” OF A SITUATION OR INCIDENT, TO TEST IDEAS, DISCUSS PROBLEMS AND SOLUTIONS 角色扮演是一种特殊的案例研究，受训人员现场还原一个情境

15、或事件，以此检验想法、讨论问题和解决办法。ROLE-PLAY EXERCISES ARE ESPECIALLY USEFUL WHEN LEARNING NEW SKILLS, TRAINING COACHING TECHNIQUES, TRAINING COMMUNICATION SKILLS, E.G. HOW TO CONDUCT MEETINGS在学习新技能，培训教学技巧和沟通技能方面，角色扮演尤其有用。例如：如何组织会议？TRAINING MANAGEMENT培训管理培训管理DISCUSSION 讨论讨论DISCUSSION IS A VALUABLE TECHNIQUE IN WH

16、ICH ALL TRAINEES CAN PARTICPATE. ITS PRIMARY PURPOSE IS TO DEEPEN UNDERSTANDING RATHER THAN IMPART KNOWLEDGE. IT CAN HELP TRAINEES TO EXAMINE EXPERIENCE AND ATTITUDE WITH EACH OTHER. THE DISCUSSION CAN HELP THE TRAINER ASCERTAIN HOW MUCH OF THE TRAINING HAS ACTUALLY BEEN ASSIMILATED. EXCELLENT TO US

17、E IN COMBINATION WITH A LECTURE 讨论是一种所有受训人员都可以参与的重要技巧。其主要目的是加强理解，而不是传授知识。讨论可以帮助受训人员相互检验自己的经历和态度，也可以帮助培训人员了解培训的实际效果。讨论与讲座相结合效果最佳。TRAINING MANAGEMENTSTEP 3 PLANNING TRAINING SESSIONS STRUCTURE THE TRAINING EFFECTIVE QUESTIONING THE PHYSICAL SETTINGTRAINING MANAGEMENT 培训管理培训管理STEP 4 EVALUATION OF TRAIN

18、ING 第四步第四步培训评估培训评估EVALUATION IS THE SYSTEMATIC PROCESS OF OBTAINING INFORMATION ABOUT A TRAINING PROGRAMME评估是获取有关培训项目信息的系统化过程-INFORMATION ABOUT LEARNING HAVE PEOPLE LEARNT WHAT THEY NEEDED TO LEARN?-学习信息人们知道需要学习什么吗？-INFORMATION ABOUT TRAINING? - WAS THE TRAINING EFFECTIVE? DID ALL PARTICIPATE IN DIS

19、CUSSIONS ETC?-培训信息？培训有效吗？所有人都参与了讨论吗？-INFORMATION ABOUT ORGANISATION WAS THE VENUE UP TO SATISFACTORY STANDARDS?-有关组织的信息场地符合满意度标准吗？Kirkpatricks ModelEVALUATION OF REACTIONEVALUATION OF LEARNINGEVALUATION OF PERFORMANCEEVALUATION OF RESULTSTRAINING MANAGEMENT培训管理培训管理 USING VARIOUS FORMS FOR EVALUATION

20、 使用多种评估方式 LINK EVALUATION TO YOUR OBJECTIVES OF THE TRAINING 将评估与培训目标联系起来 FOLLOW-UP OUTCOMES OF THE TRAINING AFTER SOME TIME 一段时间以后，报告培训的后续结果 MAKE NECESSARY ADJUSTMENTS 做出适当调整ANNEXES OVERVIEW OF STEPS IN TRAINING PROCESS STEPS IN TRAINING NEEDS ANALYSIS AND INTERVIEW TECHNIQUES DEFINE TRAINING NEEDS

21、 ON THREE LEVELS QUESTIONS THAT CAN BE USED IN A QUESTIONNAIRE TRAINING NEEDS CHECKLIST EXAMPLE OF WORKSHOP IMPLEMENTING MANUAL EXAMPLES OF EVALUATION FORMSEXECUTIVE ROLE 管理人管理人员员的角色的角色 Interpret and convey goals 解解释释并并传传达目达目标标 Plan and distribute resources 规规划并分配划并分配资资源源 Co-ordinate work 协调协调工作工作 R

22、eact upon disturbances 应对应对干干扰扰 Measure results 衡量衡量结结果果 Making things happen 使事情使事情发发生生FROM THE TOP 从上开始从上开始Own competence 自己的能力自己的能力Own ambitions 自己的抱自己的抱负负EXPERT ROLE 专专家的角色家的角色Use own knowledge 利用自己的知利用自己的知识识Teach others 教教导导他人他人Build new knowledge 构建新知构建新知识识Own ambitions + getting accepted by C

23、o-workers and Managers 自己的抱自己的抱负负+得到同事和得到同事和经经理的理的认认可可CHANGE LEADER ROLE 变变革革领导领导人的角色人的角色Listen to signals for change 听从听从变变革的信号革的信号Overview 概概览览Development of competence 能力拓展能力拓展Evaluate and take consequences 评评估并承担估并承担结结果果Developmental work 拓展性工作拓展性工作Initiate action 开始行开始行动动FACTORS THAT INFLUENCE

24、LEADERSHIP DEVELOPMENT CHARACTERISTICS OF THE LEADER CHARACTERISTICS OF THE MANAGERS SUBORDINATE CHARACTERISTICS OF THE SITUATIONWHAT TO CONSIDER WHEN DEVELOPING MANAGERIAL SKILLS LINK DEVELOPMENT TO STRATEGY UNDERSTANDING THE HUBEI CONTEXT THE EXPLORATION OF MANAGERIAL STRENGHTS AND WEAKNESSES THE

25、NEED FOR IMPROVED COMMUNICATION SKILLS THE NEED FOR DEEPER UNDERSTANDING OF DYNAMICS IN TEAMWORKTWO PROGRAMS DEVELOPED 2 DAY PROGRAM FOR NEW MANAGERS+ FOLLOW-UP DAY 8 DAY PROGRAM DEVELOPED INTO 4 MODULES +1 FOLLOW-UP DAY2 DAY PROGRAMMEAIM: To introduce managers to basic managerial practiseObjectives

26、: Describe the concrete meaning of Hubei mission Have explored own strengths and weaknesses and developed a personal development plan Use communication skills like active listening and give/receive feedback Use teamwork skills to enhance employee participationContent of Program Work with management development issues during the first day Work with communication sk