雇员培训与开发课件(PPT 45页)

1、第七讲 雇员培训与开发Chapter 7Training and Developing Employees第1页，共45页。Opening case:施乐公司获取竞争优势Gaining competitive advantage at XeroxThe problem: 市场份额严重下滑A severe drop in market shareThe 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: Hel

2、ping 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 feedbackThe 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 ser

3、vice problems.第2页，共45页。Chapter outline7.1 把培训开发与竞争优势联系起来Linking training and development to competitive advantage7.2 有效培训的指导过程The instructional process to training How companies assess their training needsPresent training programs to maximize learningMethods of training Ensure training is transferre

4、d to the jobTraining evaluation7. 3基层经理与人力资源部门的角色 line manages and HRM departments roles第3页，共45页。7.1 Linking training and development to competitive advantage1.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第4页，共45页。Training and Development Practices and Links to worker competence TrainEmployeesCompetitiveAdvantage

5、Permanent ChangeIn KSAs Of NewEmployeesPermanent ChangeIn KSAs Of CurrentEmployeesImproved Employee Competence第5页，共45页。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第6页，共45页。提高现有雇员能力的培训Training That Increases the Competence of Current Employ

6、ees纠正性培训Remedial与变革有关的培训Change-related开发性培训Developmental instruction第7页，共45页。 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。第8页，共45页。7.2 培训方案的有效指导过程The Ins

7、tructional Process7.2.1决定教什么Deciding what to teach7.2.2决定怎样使参加培训者的学习效果达到最大Deciding how to maximize participant learning7.2.3选择恰当的培训方法Choosing the appropriate training methods7.2.4保证培训所学被用在工作上Ensuring that training is used on the job7.2. 5确定培训方案是否有效Determining whether training programs are effective第

8、9页，共45页。 7.2.1决定教什么Deciding What to Teach评估培训需要Assessing training needs确定培训目标Determining training objectives第10页，共45页。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第11页，共45页。评价培训需求的重要性Assessing Train

9、ing Needs技术不足的雇员的数目Number of employees experiencing 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第12页，共45页。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

10、顾客投诉Customer complaints平等就业机会指控EEO charges雇员不满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第13页，共45页。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)

11、_ (condition)_ (standard)_第14页，共45页。Training Objective ExampleBy the end of this session the trainee will be able todesign (action word)an integrated circuit (item)given an engineering specification (condition)The design must be efficient and work. (standard)第15页，共45页。7.2.2决定怎样使参加培训者的学习效果达到最大Decidin

12、g How to Maximize Participant Learning赢得和保持学员的关注Gain and 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.第16页，共45页。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

13、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.第17页，共45页。记忆力RememberingHear 25%Hear & see 45%Hear, see, & do 70%Improves remembering第18页，共45页。实践Practice分散式实践Distributed practicesegments or sessi

14、onsleads to better long-term retention集中式实践Massed practiceone longer session整体法Whole taskwhen material is simple部分法Part taskwhen material is complex第19页，共45页。反馈Feedback积极的反馈：对于正确的任务执行Positive: for correct task performance纠正性反馈：使其了解错在那。如何改正Corrective: what is wrong and how it can be corrected第20页，共45

15、页。7.2.3. 选折合适的培训方法Choosing Appropriate Instructional Methods在职培训On-the-job training工作指导培训Job instruction training讲授法Lecture案例方法Case method角色扮演Role playing行为模仿Behavior modeling电脑化指导Computer-based视频培训Video training第21页，共45页。设计成功的在职培训方案Designing On-The-Job Training列出需要学习的技能List skills trainees need to

16、learn.设定学习目标Set learning objectives.让受训者有机会观察称职的员工执行任务Have trainee observe competent worker.展示任务并解释如何，为何Demonstrate tasks explaining “hows” and “whys.”给受训者机会实践任务Give trainee opportunity to practice task.给予反馈Give trainee feedback.第22页，共45页。设计工作指导培训Designing Job Instruction Training确定工作步骤Identify job

17、breakdown (step-by-step).描述每一步的关键点Describe key points for each step:make or break?potential dangers?Poi分nters?解释并演示任务Explain and demonstrate task.允许受训者一次一步骤执行任务，给予 反馈Allow trainee to perform task, one step at a time.第23页，共45页。讲授法Lecture最适合于以简单获取知识为目的的情形Most appropriate for situations where simple ac

18、quisition of knowledge is the goal必须使材料变得Must be meaningful鼓励提问和讨论Must promote questions and discussions第24页，共45页。讲授法的不足Lecture: Disadvantages单向交流One-way communication较少机会解释Less opportunity to clarify第25页，共45页。案例分析Case Method分析描述现实工作情形的案例Analyze cases depicting realistic job situations教如何发现潜在的问题并提出切

19、合实际的行动方案Teach trainees how to identify potential problems and recommend realistic actions“Guided discovery”培训者的角色：向导Trainer role: guide/facilitator 第26页，共45页。案例分析的不足Case Method: Disadvantages缺少指导Lack of direction缺少实践的机会Lack of opportunity to practice第27页，共45页。角色扮演Role Playing受训者自发地表演出涉及人际互动的问题A trai

20、ning method in which trainees spontaneously act out some problem involving human interaction.用于开发涉及任何人际互动领域的技能：Presents some problem involving human interaction反馈环节涉及的问题：Issues addressed during feedback有那些地方做得对What was correct?那些地方做得不对What was incorrect?给其他人造成什么感受How did it make others feel?原本可以怎样更有

21、效的处理How could it have been handled better?第28页，共45页。Role Playing用途：人际技能和推销技巧Uses: human relations skills; 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第29页，共45页。行为模仿的步骤Behavior

22、 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过程，并带着反馈去实践任务直到熟练A

23、training method in which trainees are shown how a task should be performed and then practice the task with feedback until they are competent.第30页，共45页。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 /tutorials, gam

24、es,and simulations.DrillsGamesComputer simulations第31页，共45页。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”第32页，共45页。在线的电脑化指导On-Line Computer-Based InstructionAdv

25、antages节约成本Cost savings便利convenienceDisadvantages没有可见的指导者Instructor not present有些培训方法不可用Some training not feasible第33页，共45页。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第34页，共45页。互动性视频培训Interactive Video

26、 Training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第35页，共45页。7.2.4培训的转化Transfer of TrainingFrom ClassroomTo Job第36页，共45页。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,lac

27、k of supervisory support, 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第37页，共45页。 确保培训转移到工作中Ensure That Training

28、is Used on the Job过度学习Overlearning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第38页，共45页。7.2.5.确定培训方案是否有效 Determining Whether Training Programs ar

29、e Effective评价什么What to evaluate评价设计Evaluation design第39页，共45页。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第40页，共45页。评价设计Evaluation Design培训组Trainee Group前测试Pretest后测试Post-test控制组ControlGroupPretestPost-test第41页，共45页。7.3 一线经理的培训工作Line Managers and Training and Development提供引导培训Provide e