获取竞争优势人力资源管理

1、获取竞争优势人力资源管理获取竞争优势的人力资源管理之五Human Resource Management Gaining a Competitive Advantage 获取竞争优势人力资源管理Training and Development 培训与开发When you finish studying this chapter,you should be able to :nIndicate how training would help enterprises to gain competitive advantage. 阐述培训如何帮助企业获得竞争优势nExplain how you wo

2、uld go about identifying training requirements. 说明如何确定培训需求n Discuss four training techniques. 论述四种培训技术nList the steps in a typical management development 列出企业开发的典型步骤获取竞争优势人力资源管理Experiential exercise 1应用联系 林红所在的公司由于近年规模扩大， 员工提升机会很多，她已经过一系列的工作变化， 从最初的分店经理， 升至为总公司当业务经理，现在手下管理很多专卖店的经理人员。 林红凭着自己的经验，已经具备了

3、技术和业务管理技，虽然没有受过任何正式训练， 但仍然受到手下人的尊重。 根据该公司战略规划， 二三年内规模将扩大两三倍， 于是很多人开始怀疑林红是否有能力承担日趋繁重任务， 因为这工作将涉及总体规划， 财政控制，部门协调，而林红的经验主要在销售方面， 公司想继续留用林红， 但是需要为她制定一个开发计划。 问题： 为林红制定一个开发计划， 并说明编制的理由。获取竞争优势人力资源管理1.training and development1.1Technical training 培训Technical training involves giving new or present employees

4、 the basic skills they need to perform their jobs. (1) High-leverage training高层次培训 High-leverage training is training of a more long-tern and wider nature. Its aim is to develop intelligence capital: basic skills, advance skill, creativity and innovation.获取竞争优势人力资源管理(2)The characteristics of learnin

5、g organization 学习型组织的特征nThe continuous learning nCreating and sharing of knowledgenCritically and systematical thinkingnLearning culturenThe value appraisal of employees获取竞争优势人力资源管理(3) Creativity and innovation 创造与创新 DefinitionnCreativity.The thinking process that helps us to generate ideas.nInnovat

6、ion. The practical application of such Ideas towards meeting the organizations objectives in a more effective way. ConditionnA climate conducive to crating thinking;nAn effective system for communicating ideas;nProcedures for managing innovation in order to screen and evaluate ideas and identify the

7、 relatively few which are worth exploiting.获取竞争优势人力资源管理1.2 The basic and effective training process 有效培训的基本过程evaluationevaluating programme and results, cost-benefitstraining methordsobservation(show-how), lecture, team trainingtransfer of trainingself-directed learningsupport by colleaque and manag

8、erslearning environmentset training objectives, training materials, exercise,observation, planningPreparationattitude and motivation, basic skillsRequirement assessmentOrganization analysis, Task analysis, Personnel analysis获取竞争优势人力资源管理1.3 Operational strategy and trainingSTRATEGYEMPHASIZE POINTSCON

9、TENT TRAININGConcentrationMarket shareLow cost Team constructCross-functionsSpecializationHuman relationOn-job trainingInternal growthMarket development products developmentInnovationJoint ventureCulture trainingOrganizational cultureSkill in the workFeedback and communicateNegotiation获取竞争优势人力资源管理ST

10、RATEGYEMPHASIZECONTENT OF TRAININGExternal growth Horizontal integrationVertical integrationdiversificationTraining combined employeesIntegration of two training systemsWork methods and proceduresTeam training Investment regain DownsizingTransferSeparateMotivation, setting goals, Leadership abilityC

11、ommunicateReemployment Job seekers获取竞争优势人力资源管理 2.Assessment determining needs 培训需求评估nAssessing the training needs of employees who are new to their jobs.对新雇员的培训需求进行评估nOrganization analysis, task analysis and person analysis are the three main techniques for determining training requirements 组织分析，任务分

12、析， 人员分析是决定培训需求的三种主要技术nThe training program should reflect enterprise overall human resource plans and the goals of the enterprise. 培训项目应能反映企业人力资源总体规划和企业目标。获取竞争优势人力资源管理2.1 task analysis 任务分析nTask analysis is especially appropriate for determining the training needs of employees who are new to their j

13、obs.获取竞争优势人力资源管理(1)Task analysis record form任务分析记录表 A task analysis record form contains six types of information:Column 1. Here the jobs main tasks and subtasks are listed.列出某项工作的任务和子任务Column 2. Here indicate the frequency with which the task and subtasks are performed.说明执行任务和子任务的频率Column 3. Here i

14、ndicate the standards of performance for each task and subtask.说明每项任务和子任务的完成标准Column 4. Here indicate the conditions under which the tasks and subtasks are to performed.说明在什么条件下完成任务和子任务 获取竞争优势人力资源管理nColumn 5.this the heart of the task analysis form, here list the skills or knowledge required for eac

15、h of the tasks and subtasks.这是本表的核心，列出每项任务和子任务所必须的技能和知识。nColumn 6. Here indicate whether the task is learned best on or off the job.说明需要是在岗培训或者脱产培训。获取竞争优势人力资源管理(2)Person analysis 人员分析nPerson traits个人特征nInput 投入nOutput 产出 performancenConsequence 结果 learning behaviornFeedback 反馈 nThe factors that infl

16、uence performance and learning behaviors 获取竞争优势人力资源管理2.2 training and training techniquesnOn- the job training. 在职培训 Training a person to learn a job while working at it.nLecture 讲座 A quick and simple way of providing knowledge to large groups of traineesnTele-training.远程教学 A trainer in a central lo

17、cation can train groups of employees at remote locations via television hookups.n simulated training 模拟培训 Trainees learn on the actual or simulated equipment they will use on the job,but are actually trained off the job.获取竞争优势人力资源管理2.3 On-the-job TrainingStep 1. Preparation of the leanervPut the lea

18、rner at ease, relieve the tension 让学习者轻松，消除紧张情绪vExplain why he or she is being taught 解释他或她参加培训的原因vCreate interest, encourage questions, find out what the learner already knows about his or her other jobs 启发兴趣， 鼓励提问， 了解学习者对工作掌握的情况vExplain why of the whole job and relate it to some job the worker alr

19、eady knows 说明整个工作的原由， 该工作和学习者已知道工作的关系vPlace the leaner as close to the normal working position as possible 尽可能使学习者接近日常工作岗位vFamiliarize the worker with the equipment materials, tools and trade terms 让学习者熟悉工作设备， 材料，工具以及职业用语获取竞争优势人力资源管理nStep 2. Presentation of the operation 说明数量和质量的要求nExplain quantity

20、and quality requirements. 同正常工作速度将整个工作做一次nGo through the job at a slow pace several times. Explaining each step. Between operations, explain the difficult parts or those in which errors are likely to be made.用慢速做几遍， 说明每一工作步骤，解释难点和错误nAgain go through the job at a slow pace several times explain the k

21、ey points. 再用慢速做几遍，说明要点。nHave the learner explain the steps as you go through the job at a slow pace. 慢速演示，让学习者说明正在工作的步骤获取竞争优势人力资源管理（3）performance tryout 试做vHave the leaner go through the job several times, slowly, explaining to you each step. 让学习者慢速演示， 解释每一步骤vCorrect mistakes and if necessary, do s

22、ome of the complicated steps the first few times 纠正错误，首先演示复杂的步骤。vTrainer run the job at the normal pace 培训者以正常速度完成工作vHave the leaner do the job, gradually building up skill and speed. 自己完成工作， 逐步改进技能和速度vAs soon as the leaner demonstrates ability to do the job let the work begin, but dont abandon him.

23、 一旦学习者的工作能力得到证实， 就可正式开始工作， 但不可不管他们。 获取竞争优势人力资源管理（4） follow-up定期检查vDesignate to whom the learner should go for help if he or she needs it. 指定必要时帮助学习者的人。vGradually decrease supervision,checking work from time to time again quality and quantity standards. 逐渐减少监督， 定时检查数量质量vCorrect faulty work patterns t

24、hat begin to creep into the work, and do it before they become habit, show why the learned method is superior. 及时纠正不良工作方式， 避免形成习惯，解释为什么所学方法是最好的vCompliment good work encourage the worker until able to meet the quality quantity standards 鼓励学习者 完成质量和数量标准获取竞争优势人力资源管理2.4 evaluating the training effect培训效

25、果评价(1)Controlled experimentation控制实验(2)What training effects to measure衡量培训效果nReaction反应nLearning 知识nBehavior 行为nResults 成效获取竞争优势人力资源管理3. Nature and purpose of management development管理人员开发的性质和目的nManagement development is any attempt to improve current and future managerial performance by imparting k

26、nowledge, changing attitudes or increasing skills.nIt including in-house programs like courses, on-the-job coaching, and rotational assignments, professional programs like business management seminars and university programs like MBA programs.获取竞争优势人力资源管理3.1 Management development program 管理人员开发计划步骤

27、nOrganization projectionnThe personnel department reviews its management skills inventory to determine the management talent now employednManagement replacement charts are developed.获取竞争优势人力资源管理3.2 Popularity of Various Development Techniques开发技术的普及程度Means of development percentage reporting %nOn-th

28、e-job experience 68.2nCoaching by superiors 20.9nIn-house classroom 4.7nRotational assignment 2.4nUniversity programs 2.3nConsultant programs 1.1nother 1.1获取竞争优势人力资源管理3.3 Management on-the-job training 管理人员在职培训nJob rotation工作轮换nCoaching / understudy approach辅导实习nJunior boards初级董事会nAction learning行为学

29、习获取竞争优势人力资源管理3.4 basic off-the-job development techniques脱产开发的基本方法nThe case method论案例分析nManagement games管理游戏nOutside seminars脱产研修班nUniversity related programs与大学相关计划nRole playing角色扮演nBehavior modeling 行为模仿nIn-house development 企业内部开发中心获取竞争优势人力资源管理3.5 special management development techniquesnLeader

30、match training nTransactional analysisnOrganizational development获取竞争优势人力资源管理4. Executive development: key factors for successFive key factors for success4.1 Extensive and visible involvement by CEO CEO 的广泛直接参与4.2 A clearly articulated and understood executive development policy and philosophy 清晰而易理

31、解的开发计划和哲学4.3 The development policies and strategies are directly linked to the corporations business strategies, objectives and challenges. 开发政策和策略与企业战略，目标，挑战相联系4.4 Annual planning process, planned on-the-job developmental assignments, University programs 年度接班计划， 在职开发， 大学教学计划4.5 Responsibility of l

32、ine management rather than of the HR function. CEO开发是直线管理者 的职责，而不是人力部门职能获取竞争优势人力资源管理5. Management development in the organization 企业管理人员开发 For the bigger companies, the question of succession planning and executive development is mostly a question of selecting the best of the lot and the developing

33、them. There is usually an adequate supply of talent given these companies enormous influx of new recruits. For the smaller company, the problem usually is not one of selecting the best of the lot, but merely making sure that key positions will be filled and that the president should have the advanta

34、ge of working closer with and knowing more about each of his or her employees than does the CEO of a bigger . 对于大公司, 主要是选拔最好的人才, 然后对其进行开发, 公司源源不断的新人保证了人才的充分供应. 对于小公司, 则是关键岗位有人任职,公司总裁应能更紧密的接触和更深入的了解其每个雇员的优势, 获取竞争优势人力资源管理The companys executive development process人力资源开发四个步骤step 4 Identitfy Replacement

35、Needs确定重置需求step 3 Analysis of Development开发需求分析step 2 Management Audit管理审计step 1 Problem Assessment问题评估获取竞争优势人力资源管理5.1 problem assessment in the small companynIf plans call for expansion, the president has to assess the problems in his firms.当组织扩张时nBegin with an analysis of the companys financial st

36、atements.首先分析财务报表nNext, analysis the organization function by function其次逐个分析组织功能nAt last, the owner continually assess the problems in his or her company with an eye toward determining when and if new management talent is needed.要不断评估企业, 确定是否需要新人才, 何时需要新人才.获取竞争优势人力资源管理5.2 management audit 管理审计nThe l

37、ack of adequate management is a depressingly familiar cause for many of the problems in the small growing firm.缺乏适当管理是导致成长企业发展受阻的重要原因。nConducting a management audit of the people you now have helping you manage your firm，and evaluating them on the traditional management functions of planning, organizing, staffing , leading and controlling) 。根据传统的管理职能（计划，组织，领导，控制等)对现有管理人员进行管理审计获取竞争优势人力资源管理5.3 Analysis of development needs nThe next step is to deter