雇员培训与开发.ppt

1、第七讲 雇员培训与开发Chapter 7Training and Developing Employees,Opening case:施乐公司获取竞争优势Gaining competitive advantage at Xerox,The problem: 市场份额严重下滑A severe drop in market share The solution: 通过质量来领导的五年计划Five-year program entitled “Leadership through quality.” 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Training courses: Helping

2、 to fulfill their new roles 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-Training focused on effective teamwork and problem-solving skills.-practice and feedback The result: 消费者的满意度增加了40%，同时有关质量的 投诉下降了60%Employees were now working together as teams to identify and correct quality production and servi

3、ce problems.,Chapter outline,7.1 把培训开发与竞争优势联系起来Linking training and development to competitive advantage 7.2 有效培训的指导过程The instructional process to training How companies assess their training needs Present training programs to maximize learning Methods of training Ensure training is transferred to t

4、he job Training evaluation 7. 3基层经理与人力资源部门的角色 line manages and HRM departments roles,7.1 Linking training and development to competitive advantage,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,Training and Development Practices and Links to worker competence,Train Employees,Competitive Advantage,Permanent Cha

5、nge In KSAs Of New Employees,Permanent Change In KSAs Of Current Employees,Improved Employee Competence,提高新雇员能力的培训Training That Increases the Competence of New Employees,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Training That Increases the Competence of Current Employees,纠正性培训Remedial 与变

6、革有关的培训Change-related 开发性培训Developmental instruction,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The Instructional Process,7.2.1决定教什么De

7、ciding what to teach 7.2.2决定怎样使参加培训者的学习效果达到最大Deciding how to maximize participant learning 7.2.3选择恰当的培训方法Choosing the appropriate training methods 7.2.4保证培训所学被用在工作上Ensuring that training is used on the job 7.2. 5确定培训方案是否有效Determining whether training programs are effective,7.2.1决定教什么Deciding What to

8、 Teach,评估培训需要 Assessing training needs 确定培训目标 Determining training objectives,Training Need,工作行为不恰当Job behavior inappropriate or 知识技能水平不足Knowledge or skill level inadequate and 问题能通过培训纠正Problems can be corrected through training,评价培训需求的重要性Assessing Training Needs,技术不足的雇员的数目Number of employees experi

9、encing skill deficiency 技术不足的严重程度Severity of skill deficiency 某种技能对达到组织目标的重要性Importance of skill 技能能通过培训得到提高的程度Extent to which skill can be improved with training,确定培训需求的方法Methods for Determining Training Needs,自我评价Self-assessments 公司记录Company records 顾客投诉Customer complaints 平等就业机会指控EEO charges 雇员不满

10、Employee grievances,与部门经理面谈Interviews with managers 顾客满意度调查Customer satisfaction surveys 观察Observation,确定培训目标Determining Training Objectives,在本节培训之后，受训者能够在*条件下做*事。 达到*标准 By the end of this session the trainee will be able to _ (an action word)_ _ (item)_ _ (condition)_ _ (standard)_,Training Objecti

11、ve Example,By the end of this session the trainee will be able to design (action word) an integrated circuit (item) given an engineering specification (condition) The design must be efficient and work. (standard),7.2.2决定怎样使参加培训者的学习效果达到最大Deciding How to Maximize Participant Learning,赢得和保持学员的关注Gain an

12、d maintain trainees attention. 提供学员实践的机会Provide trainees opportunity to practice. 提供反馈Provide trainees feedback on performance.,如何赢得和保持学员的关注To Gain and Maintain Trainees Attention,阐述培训的重要性和相关性Demonstrate training importance and relevance. 变化展示材料的速度和种类Vary pace and kind of material presented. 将培训内容分成

13、小块讲解，并经常留出机会让听众参与Use short segments involving frequent opportunities for audience involvement.,记忆力Remembering,Hear 25% Hear sales techniques 实践的机会Opportunity to practice 不足：Disadvantages: 没有指导Little guidance 引起尴尬和丧失自信Embarrassment; loss of self-confidence 缺少改正的机会Lack of opportunity to do correctly,行

14、为模仿的步骤Behavior Modeling Steps,对材料进行概览Present an overview of the material. 2.描述实施步骤Describe the procedural steps.(the best way) 3.模仿或演示过程的步骤Model or demonstrate the procedural steps. 4.允许有指导的实践Allow guided practice.(feedback during the skill practice) 进行在职强化Provide on-the-job reinforcement. 受训者看任务的执行

15、过程，并带着反馈去实践任务直到熟练A training method in which trainees are shown how a task should be performed and then practice the task with feedback until they are competent.,电脑化指导Computer-Based Instruction,使用电脑，通过操练/辅导、游戏、和模拟过程对学员进行指导A training method that uses a computer to instruct students through drills /tut

16、orials, games,and simulations. Drills Games Computer simulations,电脑化指导Computer-Based Instruction,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Consequences of mistakes less costly,缺点Disadvantages 昂贵Expensive 计算机恐惧症“Computer phobia”,在线的电脑化指导On-Line Computer-Based Instruction

17、,Advantages 节约成本Cost savings 便利convenience,Disadvantages 没有可见的指导者Instructor not present 有些培训方法不可用Some training not feasible,视频培训Video Training,展示预先录制的内容以说明问题Present prerecorded content to demonstrate a point 录制和重放受训者在课程中的表现Can record and play back trainees performance,互动性视频培训Interactive Video Traini

18、ng,结合计算机和录象的技术Combines computer and video technology 如果犯错误会产生严重后果，运用尤为有效Useful when human error has grave consequences,7.2.4培训的转化Transfer of Training,From Classroom,To Job,为何通常只有10%的培训信息被转移到工作中？Why Transfer of Training Fails,工作环境Work environment,such as productivity pressures,lack of supervisory sup

19、port, and pressures to do the job just like everyone else. 未能事先了解材料Dont learn material in the first place 不懂得如何将培训信息运用于现实Dont understand “real life” applications 缺少自信Lack of confidence 忘记材料Forgetting the material 总想恢复旧的行为Temptations to regress,确保培训转移到工作中Ensure That Training is Used on the Job,过度学习Ov

20、erlearning 将课程内容与工作相结合Matching course content to the job 行动计划Action plans 多阶段培训方案Multiphase programming 绩效辅助物Performance aids 培训的后续资源Post-training follow-up resources 营造支持性的工作环境Building a supportive work environment,7.2.5.确定培训方案是否有效 Determining Whether Training Programs are Effective,评价什么What to eva

21、luate 评价设计Evaluation design,评价什么What to Evaluate,课程内容，课程介绍，培训转移，成本有效性Program content, program presentation, transfer of training, cost effectiveness 培训测量工具Measuring instruments: 受训人的反映Trainee reactions 测试Testing 绩效评估Performance appraisal 组织绩效的记录Records of organizational performance,评价设计Evaluation De

22、sign,培训组Trainee Group,前测试Pretest,后测试Post-test,控制组Control Group,Pretest,Post-test,7.3 一线经理的培训工作Line Managers and Training and Development,提供引导培训Provide employee orientation training. 评价培训需求和规划开发战略Assess training needs and plan developmental strategies. 提供在职培训Provide on-the-job training. 确保培训转移Ensure transfer of training.,人力资源管理部门与培训The HRM Department and Training and