雇员培训与开发

第七讲雇员培训与开发

Chapter7

TrainingandDevelopingEmployeesOpeningcase

:施乐公司获取竞争优势

GainingcompetitiveadvantageatXeroxTheproblem: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.Chapteroutline7.1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linemanagesandHRMdepartment’sroles7.1Linkingtraininganddevelopmenttocompetitiveadvantage

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TrainingandDevelopmentPracticesandLinkstoworkercompetenceTrainEmployeesCompetitiveAdvantagePermanentChangeInKSAsOfNewEmployeesPermanentChangeInKSAsOfCurrentEmployeesImprovedEmployeeCompetence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

TheInstructionalProcess7.2.1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Determiningwhethertrainingprogramsareeffective7.2.1决定教什么

DecidingWhattoTeach评估培训需要Assessingtrainingneeds确定培训目标DeterminingtrainingobjectivesTrainingNeed工作行为不恰当Jobbehaviorinappropriate

or知识技能水平不足Knowledgeorskilllevelinadequate

and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)__________________________TrainingObjectiveExampleBytheendofthissessionthetraineewillbeabletodesign(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Gainandmaintaintrainees’attention.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

ToGainandMaintainTrainees’Attention记忆力RememberingHear25%Hear&see45%Hear,see,&do70%Improvesremembering实践Practice分散式实践Distributedpracticesegmentsorsessionsleadstobetterlong-termretention集中式实践Massedpracticeonelongersession整体法Wholetaskwhenmaterialissimple部分法Parttaskwhenmaterialiscomplex反馈Feedback积极的反馈：对于正确的任务执行Positive:forcorrecttaskperformance纠正性反馈：使其了解错在那。如何改正Corrective:whatiswrongandhowitcanbecorrected7.2.3.选折合适的培训方法

ChoosingAppropriateInstructionalMethods在职培训On-the-jobtraining工作指导培训Jobinstructiontraining讲授法Lecture案例方法Casemethod角色扮演Roleplaying行为模仿Behaviormodeling电脑化指导Computer-based视频培训Videotraining设计成功的在职培训方案

DesigningOn-The-JobTraining设计工作指导培训

DesigningJobInstructionTraining讲授法Lecture最适合于以简单获取知识为目的的情形Mostappropriateforsituationswheresimpleacquisitionofknowledgeisthegoal必须使材料变得Mustbemeaningful鼓励提问和讨论Mustpromotequestions anddiscussions讲授法的不足Lecture:Disadvantages单向交流One-waycommunication较少机会解释Lessopportunitytoclarify案例分析CaseMethod分析描述现实工作情形的案例Analyzecasesdepictingrealisticjobsituations教如何发现潜在的问题并提出切合实际的行动方案Teachtraineeshowtoidentifypotentialproblemsandrecommendrealisticactions“Guideddiscovery”培训者的角色：向导Trainerrole:guide/facilitator案例分析的不足

CaseMethod:Disadvantages缺少指导Lackofdirection缺少实践的机会Lackofopportunitytopractice角色扮演RolePlaying受训者自发地表演出涉及人际互动的问题Atrainingmethodinwhichtraineesspontaneouslyactoutsomeprobleminvolvinghumaninteraction.用于开发涉及任何人际互动领域的技能：Presentssomeprobleminvolvinghumaninteraction反馈环节涉及的问题：Issuesaddressedduringfeedback有那些地方做得对Whatwascorrect?那些地方做得不对Whatwasincorrect?给其他人造成什么感受Howdiditmakeothersfeel?原本可以怎样更有效的处理Howcouldithavebeenhandledbetter?RolePlaying用途：人际技能和推销技巧Uses:humanrelationsskills;salestechniques实践的机会Opportunitytopractice不足：Disadvantages:没有指导Littleguidance引起尴尬和丧失自信Embarrassment;lossof self-confidence缺少改正的机会Lackofopportunityto docorrectly行为模仿的步骤

BehaviorModelingSteps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-BasedInstructionAdvantages节约成本Costsavings便利convenienceDisadvantages没有可见的指导者Instructornotpresent有些培训方法不可用Sometrainingnotfeasible视频培训VideoTraining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Usefulwhenhumanerrorhasgraveconsequences7.2.4培训的转化TransferofTrainingFromClassroomToJob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Don’tlearnmaterialinthefirstplace不懂得如何将培训信息运用于现实Don’tunderstand“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

EnsureThatTrainingisUsed

ontheJob7.2.5.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评价设计EvaluationDesign培训组TraineeGroup控制组ControlGrou