chapter6英语.ppt

1、1,TRAINING &. DEVELOPMENT(第六章 培训开发),Chapter6,2,MAIN CONTENTS,LINKING TRAINING &DEVELOPMENT TO COMPETITIVE ADVANTAGE HRM ISSUES & PRACTICES ROLE OF HRM & LINE MANAGER,3,LINKING TRAINING &DEVELOPMENT TO COMPETITIVE ADVANTAGE,What is training &development? Who are involved in training? Linking training

2、 &development to competitive advantage,4,We define training and development as planned learning experiences designed to provide workers with the competencies needed to perform their current and future jobs.,What is training &development? (p118),5,Who are involved in training?,People,Upper management

3、,Line manager,HR manager,Employees,6,Linking training &development to competitive advantage (p118-119),Enhancing Recruitment,Increasing the Competence of New Employees,Increasing the Competence of Current Employees,Reducing Unwanted Turnover,The Cost Efficiency,7,Increasing the Competenceof New Empl

4、oyees (p118),Technical Training： designed to inform new employees about technical knowledge and skills. Orientation Training :designed to inform new employees about their jobs, the company and its policies and procedures. Literacy Training：writing ,listening, speaking, and understanding manuals, gra

5、phs and schedules, basic arithmetic.,8,Increasing the Competenceof Current Employees (p119),Remedial training: designed to correct deficiencies in employee skill or knowledge levels or to improve attitude change-related training: enables employees to keep up-to-date with various types of changes dea

6、ling with technological advances, new laws or procedures, or change in the organizations strategic plan. Developmental training: provide employees with the appropriate skills needed for higher level position,9,HRM ISSUES & PRACTICES,Management Development Training Model,10,Management Development,Dev

7、eloping a succession planning program A systematic process of defining future management requirements and identifying candidates who best meet these requirements.,11,succession planning,Tying management development to HR planning Defining managerial requirements Assessing management potential Identi

8、fying career paths Developing replacement charts,12,succession planning,A career path: typically appears as a flowchart, indicating the sequencing of specific jobs that may lead one up the organizational ladder to a targeted job. Replacement charts: indicating the availability of candidates and thei

9、r readiness to step into the various management position.,13,Timing& Content,Timing ：Instruction may be given before or after the candidate has been selected and placed on the job. Content：Management instruction programs should bridge gaps in what individuals already know and what they need to know

10、for their new positions. managers need different skills at each managerial level.,14,Instructional Methods,Classroom Instruction Classroom training takes place within the organization or outside, at seminars and university. Job Rotation A method of management development in which companies rotate tr

11、ainees through a number of departments to serve managers.,15,Instructional Methods,Career Resource Centers A location in which companies make learning opportunities available to interested managerial candidates. Mentoring Supervisors who are designed to new managers to teach, guide, advise, counsel

12、and serve as role models.,16,Instructional Methods,Action Learning: A management development activity in which management gives candidates real problems to solve. Task Force: A management development activity in which a team of trainees tries to resolve an actual organizational problem.,17,Training

13、Model,18,Training Needs Analysis,Organizational Analysis,Task Analysis,Performance Analysis,19,Setting Training Plan,“when” “what” “Whom” “who” “where” “how”,20,Setting Objectives,Skill-based Cognitive Learning Affective outcomes,21,Carrying out Training programs,Deciding trainer Deciding textbooks

14、Deciding training places Preparing training facilities Deciding training time Sending out notice,22,Evaluation,Reaction (Do they like it?) Learning (Do they get it?) Behavior （ Do they change it?) Results (Investment return, complaint, cost, customer satisfaction employee competence),23,Beneficial Result or Effective Result(效益结果) TE=(E2-E1)xTsxT-C Wherein：Te=培训效