人力资源管理双语教学课件06培训与开发

HumanResourceManagementChapter6TrainingandDevelopingEmployeesLearningObjectives(1)1.Discusshowtrainingcancontributetocompanies’businessstrategy;2.Explaintheroleofthemanagerinidentifyingtrainingneedsandsupportingtrainingonthejob;3.Conductaneedsanalysis;4.Evaluateemployees’readinessfortraining;5.Discussthestrengthsandweaknessesofpresentation,hands-on,andgrouptrainingmethods;LearningObjectives(2)6.Explainthepotentialadvantagesofe-learningtraining;7.Designatrainingsessiontomaximizelearning;8.Chooseanappropriateevaluationdesignbasedontrainingobjectivesandanalysisofconstraints;9.Designacross-culturalpreparationprogram;10.Developaprogramforeffectivelymanagingdiversity.TeachingAims6-1Introduction6-1-1Orientation6-1-2Training6-2TrainingProcess6-2-1TrainingNeedsAssessment6-2-2EnsuringEmployees’ReadinessforTraining6-2-3CreatingaLearningEnvironment6-2-4TransferofTraining6-2-5SelectingTrainingMethods6-2-6EvaluatingTrainingPrograms6-3TrainingTechniques6-4CareerDevelopmentOpeningCase:

Xerox’sTrainingStrategy(1)AsthenewCEOatXerox，DavidKearnswasfacedwithaseriousproblem．Becausecompetitioninthephotocopyindustryhadintensified，bothhomeandabroad，Xeroxwasexperiencingaseveredropinmarketshare.Once“kingofthephotocopiers,”Xerox’smarketsharefellfrom18.5to10percent．OpeningCase:

Xerox’sTrainingStrategy(2)Mr．Kearnsrealizedthattoregaincompetitiveadvantage，Xeroxhadtoimprovedrasticallythequalityofitsproductsandservices．Thismeantithadtochangethebehaviorofitsemployees.Xeroxthusdevelopedandimplemented(执行)afive-yearprogramentitled(命名)“LeadershipThroughQuality.”Theprogramhadtwobasictenets(原则)：(1)Customersmustalwaysbesatisfiedand(2)qualityimprovementisthejobofeveryXeroxemployee．OpeningCase:

Xerox’sTrainingStrategy(3)Thetrainingprocesswasveryexpensiveandtimeconsuming，costinganestimated$125millionand4millionworkhours．Theresults，however，morethanjustifiedtheexpense.Becauseemployeeswerenowworkingtogetherasteamstoidentifyandcorrectqualityproductionandserviceproblems，customerperceptions(认知)ofXeroximproveddramatically—customersatisfactionincreasedby40percentandcustomerquality-relatedcomplaints(质量投诉)decreasedby60percent．Mostimportantly,Xeroxhadreclaimed(重归)

itstoppositionintheU．Scopiermarket．Apocalypse(启示):

Trainingcan...Increaseemployees’knowledgeofforeigncompetitorsandcultures;Helpensurethatemployeeshavethebasicskillstoworkwithnewtechnology;Helpemployeesunderstandhowtoworkeffectivelyinteamstocontributetoproductandservicequality;Ensurethatthecompany’scultureemphasizesinnovation,creativityandlearning;Ensureemploymentsecuritybyprovidingnewwaysforemployeestocontributetothecompanywhentheirjobschange,theirinterestschange,ortheirskillsbecomeobsolete(过时);Prepareemployeestoacceptandworkmoreeffectivelywitheachother,particularlywithminoritiesandwomen.6-1Introduction6-1-1Orientation(上岗引导)Definition:-Introductionofnewemployeestotheorganization,theirworkunitandtheirjob.-Employeeorientationprovidesnewemployeeswiththebasicbackgroundinformationtheyneedtoperformtheirjobssatisfactorily.OrientationKit(上岗引导全套资料)6-1-1OrientationTypesofOrientation:OrganizationalorientationDepartmentalandjoborientationSocialization(社会化)：Orientationisaprocessofsocialization——ongoing(持续的)

processofinstilling(逐步灌输)inallemployeestheprevailing(主导的)

attitudes,standards,values,andpatternsofbehaviorthatareexpectedbytheorganizationanditsdepartments.Thethreephasesofsocialization:6-1-1OrientationAnticipatorySocialization期望社会化EncounterPhase遭遇阶段Settling-inPhase融入组织阶段6-1-1OrientationThreePhasesofSocializationThroughanticipatorysocialization,expectationsaboutthecompany,job,workingconditions,andinterpersonalrelationshipsaredeveloped.Theencounterphaseoccurswhentheemployeebeginsanewjob.Inthesettle-inphase,employeesstarttofeelcomfort-ablewiththeirjobdemandsandsocialrelationships.Orientationprogramsplayanimportantroleinsocializingemployees.Itinvolvesfamiliarizingnewemployeeswithfirmrules,policiesandprocedures6-1-1OrientationContent1:OrganizationalOrientationProgram(1)1.OverviewofthecompanyWelcomingspeechFounding,growth,trends,goals,priorities,andproblemsTraditions,customs,norms,andstandardsCurrentspecificfunctionsoftheorganizationProducts/servicesandcustomersservedStepsingettingproducts/servicestocustomersScopeanddiversityofactivitiesOrganization,structure,andrelationshipofcompanyanditsbranchesFactsonkeymanagerialstaffCommunityrelations,expectations,andactivities2.Keypoliciesandproceduresreview6-1-1OrientationContent1:OrganizationalOrientationProgram(2)3.CompensationPayratesandrangesOvertimeHolidaypayShiftdifferentialHowpayisreceivedDeductions:requiredandoptional,withspecificamountsOptiontobuydamagedproductsandcoststhereofDiscountsAdvancesonpayLoansfromcreditunionReimbursementforjobexpenses6-1-1OrientationContent1:OrganizationalOrientationProgram(3)4.Fringebenefits(附加福利)InsuranceMedical/dentalLifeDisabilityWorkers’compensationHolidaysandvacations(e.g.,patriotic,religious,birthday)Leave:personalillness,familyillness,bereavement,maternity,military,juryduty,emergency,extendedabsence)RetirementplansandoptionsOn-the-jobtrainingopportunitiesCounselingservicesCafeteriaRecreationandsocialactivitiesOthercompanyservicestoemployees6-1-1OrientationContent1:OrganizationalOrientationProgram(4)5.SafetyandaccidentpreventionCompletionofemergencydatacard(ifnotdoneaspartofemploymentprocess)Healthandfirst-aidclinicsExerciseandrecreationcentersSafetyprecautionsReportingofhazardsFirepreventionandcontrolAccidentproceduresandreportingOSHArequirements(reviewofkeysections)PhysicalexamrequirementsUseofalcoholanddrugsonthejobTaxshelteroptions6-1-1OrientationContent1:OrganizationalOrientationProgram(5)6.EmployeesandunionrelationsTermsandconditionsofemploymentreviewAssignment,reassignment,andpromotionProbationaryperiodandexpectedon-the-jobconductReportingofsicknessandtardinesstoworkEmployeerightsandresponsibilitiesManagerandsupervisorrightsRelationswithsupervisorsandshopstewardsEmployeeorganizationsandoptionsUnioncontractprovisionsand/orcompanypolicySupervisionandevaluationofperformance6-1-1OrientationContent1:OrganizationalOrientationProgram(6)6.Employeesandunionrelations(continued)DisciplineandreprimandsGrievanceproceduresTerminationofemployment(resignation,layoff,discharge,retirement)ContentandexaminationofpersonnelrecordCommunications:channelsofcommunication(upwardanddownward),suggestionsystem,postingmaterialsonbulletinboard,sharingnewideasSanitationandcleanlinessWearingofsafetyequipment,badges,anduniformsBringingthingsandremovingthingsfromcompanygroundsOn-sitepoliticalactivityGamblingHandlingofrumors6-1-1OrientationContent1:OrganizationalOrientationProgram(7)7.Physicalfacilities(物质设施)TouroffacilitiesFoodservicesandcafeteriaRestrictedareasforeatingEmployeeentrancesRestrictedareas(e.g.,fromcars)ParkingFirstaidRestroomsSuppliesandequipment6-1-1OrientationContent1:OrganizationalOrientationProgram(8)8.EconomicfactorsCostsofdamagetoselectitemswithrequiredsalestobalanceProfitmarginsLaborcostsCostofequipmentCostsofabsenteeism,tardiness,andaccidents6-1-1OrientationContent2:DepartmentalandJobOrientationPrograms(1)1.DepartmentfunctionsGoalsandcurrentprioritiesOrganizationandstructureOperationalactivitiesRelationshipoffunctionstootherdepartmentsRelationshipsofjobswithinthedepartment6-1-1OrientationContent2:DepartmentalandJobOrientationPrograms(2)2.JobdutiesandresponsibilitiesDetailedexplanationofjobbasedoncurrentjobdescriptionandexpectedresultsExplanationofwhythejobisimportantandhowthespecificjobrelatestoothersinthedepartmentandcompanyDiscussionofcommonproblemsandhowtoavoidandovercomethemPerformancestandardsandbasisofperformanceevaluationNumberofdailyworkhoursandtimes6-1-1OrientationContent2:DepartmentalandJobOrientationPrograms(3)2.Jobdutiesandresponsibilities(continued)OvertimeneedsandrequirementsExtradutyassignments(e.g.,changingdutiestocoverforanabsentworker)RequiredrecordsandreportsCheckoutonequipmenttobeusedExplanationofwhereandhowtogettools,andhaveequipmentmaintainedandrepairedTypesofassistanceavailable,whenandhowtoaskforhelpRelationswithstateandfederalinspectors6-1-1OrientationContent2:DepartmentalandJobOrientationPrograms(4)3.Policies,procedures,rulesandregulationsRulesuniquetothejoband/ordepartmentHandlingemergenciesSafetyprecautionsandaccidentpreventionReportingofhazardsandaccidentsCleanlinessstandardsandsanitation(e.g.,cleanup)Security,theftproblems,andcostsRelationswithoutsidepeople(e.g.,drivers)Eating,smoking,andchewinggum,etc.,indepartmentarea6-1-1OrientationContent2:DepartmentalandJobOrientationPrograms(5)3.Policies,procedures,rulesandregulations(continued)RemovalofthingsfromdepartmentDamagecontrol(e.g.,smokingrestrictions)TimeclockandtimesheetsBreaks/restperiodsLunchdurationandtimeMakingandreceivingpersonaltelephonecallsRequisitioningsuppliesandequipmentMonitoringandevaluatingofemployeeperformanceJobbiddingandrequestingreassignmentGoingtocarsduringworkhours6-1Introduction6-1-2TrainingDefinitionofTrainingAplannedeffortbyacompanytofacilitateemployees’learningofjob-relatedknowledge,skills,andbehaviorsthatarecriticalforsuccessfuljobperformance.6-1Introduction6-1-2TrainingHigh-leveragetraining(高成效培训)islinkedtostrategicbusinessgoalsandobjectives,issupportedbytopmanagement,reliesonaninstructionaldesignmodel,

isbenchmarkedtoprogramsinotherorganizations.

6-1Introduction6-1-2TrainingContinuous

trainingAlearningsystems

thatrequiresemployeestounderstandtheentireworkprocessandexpectsthemtoacquirenewskills,applythemonthejob,andsharewhattheyhavelearnedwithotheremployees.TrainingProcessNeeds

Assessment

CreatingaLearningEnvironment

EvaluatingTrainingPrograms

EnsuringTransferofTraining

SelectingTrainingMethods

EnsuringEmployees’ReadinessforTraining

6-2TrainingProcess6-2-1NeedsAssessmentNeedsassessment：Definition:Asystematicanalysisofthespecifictrainingactivitiestheorganizationrequirestoachieveitsobjectives.6-2-1NeedsAssessmentContents:Whatproblemsistheemployeehavinginhisorherjob?Whatadditionalskillsand/orknowledgedoestheemployeeneedtobetterperformthejob?Whattrainingdoestheemployeebelieveisneeded?Whatskillswillouremployeesneedoverthenextfiveyears.Whatproblemsdoesourorganizationhavethatcanbesolvedthroughtraining?6-2-1NeedsAssessmentOrganizationalAnalysis-Aprocessfordeterminingthebusinessappropriate-nessoftrainingPersonAnalysisAprocessfordeterminingwhetheremployeesneedtraining,whoneedstraining,andwhetheremployeesarereadyfortrainingTaskAnalysisAprocessforidentifyingthetasks,knowledge,skillsandbehaviorsthatneedtobeemphasizedintraining高层管理者中层管理者培训者组织分析培训对实现组织目标的重要性、培训如何支持组织战略目标的实现要花钱培训吗？花多少钱？有钱买培训产品和服务吗？经理会支持吗？人员分析哪些职能部门和经营单位需要培训？哪些人需要培训？（经理、专业人员、一线雇员）怎样确定需要培训的雇员？任务分析公司有具备了一定知识、技能、可参与市场竞争的雇员吗？哪些工作领域内通过培训可大幅度改变产品质量或客户服务水平哪些任务需要培训？该任务需要具备的知识、技能有哪些？组织中不同成员对培训需求分析关注的重点NeedsAssessmentQuestionnairewithSelectedQuestionsInstructions:Pleasereadthelistoftrainingareascarefullybeforeanswering.CircleYesifyoubelieveyouneedtraininginthatskill,eitherforuseinyourcurrentjob

orforgettingreadyforpromotion

toabetterposition.Circlethequestionmarkifuncertain.CircleNoifyoufeelnoneedfortraininginthatarea.1.Howtomoreeffectivelymanagemytime

Yes/No2.Howtohandlestressonthejob

Yes/No3.Howtoimprovemywrittencommunicationskills

Yes/No4.Howtoimprovemyoralcommunicationskills

Yes/No5.Howtoimprovemylisteningskills

Yes/No6.Howtoimprovemypersonalproductivity

Yes/No6-2-2EnsuringEmployees’ReadinessforTraining1.Trainingobjective:

Descriptionofaperformanceyouwantlearnerstobeabletoexhibitbeforeyouconsiderthemcompetent(能胜任的).1.TrainingObjectives:(1)Instructional(指导性的)objectivesWhatprinciples,factsandconceptsaretobelearnedinthetrainingprogram?Whoistobetaught?Whenaretheytobetaught?6-2-2EnsuringEmployees’ReadinessforTraining6-2-2EnsuringEmployees’ReadinessforTraining1.TrainingObjectives:

(2)OrganizationalanddepartmentalobjectivesWhatimpactwillthetraininghaveonorganizationalanddepartmentaloutcomes,suchasabsenteeism(旷工),turnover,reducedcosts,andimprovedproductivity?6-2-2EnsuringEmployees’ReadinessforTraining1.TrainingObjectives:(3)IndividualperformanceandgrowthobjectivesWhatimpactwillthetraininghaveonthebehavioralandattitudinaloutcomesoftheindividualtrainee?Whatimpactwillthetraininghaveonthepersonalgrowthoftheindividualtrainee?6-2-2EnsuringEmployees’ReadinessforTraining2.Motivationtolearn：Thedesireofthetraineetolearnthecontentofthetrainingprogram.6-2-2EnsuringEmployees’ReadinessforTraining3.Self-efficacy：

Managerscanincreaseemployees'self-efficacylevelby:Lettingemployeesknowthatthepurposeoftrainingistoimproveperformance,notidentifyincompetencies(能力不足).Providingasmuchinformationaspossibleaboutthetrainingprogramanditspurpose.Showingemployeesthetrainingsuccessoftheirpeers.Providingemployeeswithfeedback.Theemployees'beliefthattheycansuccessfullylearn

thecontentofthetrainingprogram.SKILLS4.BasicSkills:CognitiveAbility-verbalcomprehension,-quantitativeability,-reasoningabilityReadingAbility

-thedifficultylevelofwrittenmaterialsMcGraw-Hill/Irwin©2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.6-2-3CreatingaLearningEnvironmentEmployeesneedtoknowwhytheyshouldlearn.Employeesneedmeaningfultrainingcontent.Employeesneedthetrainingprogramtobeproperlycoordinatedandarranged.Employeesneedtocommittraining

contenttomemory.Employeeslearnbyobserving,experiencing,andinteractingwithothers.Employeesneedtohaveopportunitiestopractice.Employeesneedfeedback.6-2-4TransferofTrainingTransferofTrainingClimatefortransferOpportunitytouselearnedcapabilityTechnologicalSupportSelf-managementskillsManagersupportPeerSupportTheuseofknowledge,skillsandbehaviorslearnedintrainingonthejob6-2-5SelectingTrainingMethodsTrainingmethodsinwhichtraineesarepassiverecipientsofinformation6-2-5SelectingTrainingMethodsOn-the-jobtrainingSimulations(情景模拟)BusinessgamesandcasestudiesWeb-basedtrainingBehaviormodelingInteractivevideoHands-onMethods(专家传授法)-Trainingmethodsthatactivelyinvolvethetraineeinlearning.6-2-6EvaluatingTrainingPrograms6-2-6EvaluatingTrainingProgramsOUTCOMECognitiveOutcomesSkill-basedOutcomesAffectiveOutcomesResultsReturnonInvestmentWHATISMEASUREDAcquisitionofKnowledge

BehaviorSkills

MotivationReactiontoProgramAttitudesCompanyPayoffEconomicvalueoftrainingHOWMEASUREDPencilandpapertestsWorksampleObservationWorksampleRatingsInterviewsFocusgroupsAttitudesurveysObservationDatafrominformationsystemorperformancerecordsIdentificationandcomparisonofcostsandbenefitsofoftheprogramMcGraw-Hill/Irwin©2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.成果举例衡量方式认知成果安全规则、电子原理、面谈步骤笔试、工作抽样技能成果使用拼图、倾听技巧、驾驶汽车观察、工作抽样情感成果对培训的满意度、组织文化认同访谈、态度调查、小组观察绩效成果缺勤率、事故率、专利成果观察、信息收集投资回报利润率成本-收益培训评估的项目类型与衡量方式培训效果评估的内容评估培训目标是否达到评估培训目标是否有效评估培训方法的有效性确定培训成本与收益认知成果技能成果情感成果经营绩效投资回报成本节约浪费减少效率提高利润增加产量质量提高项目开发与购买培训材料设备及硬件培训设施交通住宿培训参与人员工资因培训损失的生产率6-2-6EvaluatingTrainingProgramsEvaluationDesigns:Pretest/PosttestwithComparisonGroup:

Thismethodcomparesagroupofemployeeswhoreceivetrainingandagroupwhodonot.Pretest/Posttest:ThismethodissimilartothePretest/PosttestComparisonGroupdesignbutnocomparisongroupisused.PosttestOnly:

Inthismethod,onlytrainingoutcomesarecollected.TimeSeries:Inthismethod,trainingoutcomesarecollectedatperiodicintervalsbeforeandaftertraining.6-3TrainingTechniquesTypesofTraining:Employeeorientation员工导向On-the-JobTraining在职培训Off-theJobTraining脱产培训Jobrotation工作轮换ApprenticeshipTraining学徒培训Classroomtraining课堂培训SimulatedTraining模拟培训Web-basedtraining网上培训AudiovisualandDistanceLearningTechniques远程培训6-3-1On-the-JobTraining

On-the-jobtraining(OJT):Trainingapersontolearnajobwhileworkingatit.Experiencedworkerorthetrainee’ssupervisortrainstheemployee.Techniquesincludejobrotation,thecoaching/understudyapproach(实习),andactionlearning(从行动中学习).

Jobrotation-movingmanagementtraineesfromdepartmenttodepartmenttobroadentheirunderstandingofallpartsofthebusinessoranemployeemovesfromjobtojobatplannedintervalsStepsLeadingtoEffectiveOJTDeterminingthetrainingobjectivesandpreparingthetrainingarea:Decidewhatthetraineemustbetaughttodothejobefficiently,safely,economically,andintelligently.Providetherighttools,equipment,supplies,andmaterial.Havetheworkplaceproperlyarrangedjustasthetraineewillbeexpectedtokeepit.StepsLeadingtoEffectiveOJTPresentingtheinstruction:

Step1.Preparationofthetraineeforlearningthejob:a.Putthetraineeatease.b.Findoutwhatthetraineealreadyknowsaboutthejob.c.Getthetraineeinterestedinanddesirousoflearningthejob.

Step2.Breakdownofworkintocomponentsandidentificationofkeypoints:a.Determinethesegmentsmakingupthetotaljob.b.Determinethekeypointsor“tricksofthetrade.”StepsLeadingtoEffectiveOJTStep3.Presentationoftheoperationsandknowledge:a.Tell,show,illustrate,andquestiontoputoverthenewknowledgeandoperations.b.Instructslowly,clearly,completely,andpatiently,onepointatatime.c.Check,question,andrepeat.d.Makesurethetraineeunderstands.StepsLeadingtoEffectiveOJTStep4.Performancetryout:

a.Testthetraineebyhavinghimorherperformthejob.b.Askquestionsbeginningwithwhy,how,whenor

where.c.Observeperformance,correcterrors,andrepeatinstructionsifnecessary.d.Continueuntilthetraineeiscompetentinthejob.

Step5.Follow-up:

a.Putthetraineeonhisorherown.b.Checkfrequentlytobesurethetraineefollowsinstructions.c.Taperoffextrasupervisionandclosefollow-upuntilthetraineeisqualifiedtoworkwithnormalsupervision.6-3-2ApprenticeshipTraining

-Individualsbecomeskilledworkersthroughacombinationofclassroominstructionandon-the-jobtraining.Definition6-3-2ApprenticeshipTrainingLengthofSelectedApprenticeshipCoursesSource:OATELS,U.S.DepartmentofLabor.

Occupation LengthofCourse(years)Airplanemechanic3-4Automotivemechanic3-4Barber2Brewer2-3Butcher2-3Carpenter4Musicalinstrumentmechanic3-4Photographer3Radioelectrician4-5X-raytechnician46-3-3SimulatedTraining

Definition:

-Atrainingmethodthatrepresentsareal-lifesituation,allowingtraineestoseetheoutcomesoftheirdecisionsinanartificialenvironment.SimulatedTraining6-3-3SimulatedTrainingLearnontheactualorsimulatedequipmenttheywilluseonthejobbutreceivetheirtrainingoffthejob(脱产).Necessarywhenitistoocostlyordangeroustotrainemployeesonthejob.Flightsimulators6-3-4Off-theJobTraining

ManagementGames管理游戏OutsideSeminars外部研讨会University-RelatedPrograms校企合作培训项目RolePlaying角色扮演BehaviorModeling行为塑造In-HouseDevelopmentCenters

内部发展中心6-3-5AudiovisualandDistanceLearningTechniques

Tele-training：-Trainerinacentrallocationcantraingroupsofemployeesatremotelocationsviatelevisionhookups(视频传送).VideoconferenceDistanceLearning：-Ameansofjoiningtwoormoredistantgroupsusingacombinationofaudioandvisualequipment.6-3-6LearningPortals

Firm’semployeesareabletoaccessallthecorporateapplications(访问共有应用软件)theyneedtouse.Getthetoolstheyneedtoanalyzedatainsideandoutsidethecompany.Seethecustomizedcontent(用户内容)theyneed,likeindustrynewsandcompetitivedata.6-3-7TrainingforSpecialPurposes

LiteracyTrainingTechniques

ValuesTraining

DiversityTraining

TrainingforTeamworkandEmpowerment

目前在企业中最流行的培训项目：新进员工定向培训、领导技能、业绩评估、人际关系技能、培训培训师、团队建设、聆听技能、个人电脑实务、招聘与选拔、时间管理、解决问题技能、决策技能、新设备操作、开会技能、信息沟通、授权、防止性骚扰、管理变化、安全常识、产品知识、全面质量管理、公共演讲技能、演示技能、压力管理、目标管理、信息管理系统、计算机编程、多元化管理、激励员工、书写技能、谈判技巧、计划、战略管理、市场营销、开发创造力、财务管理、防止浪费、戒烟、职业道德、退休计划、采购流程、阅读技巧、企业再造、外语、推销技能、组织发展、人力资源管理、生产管理、大众心理学、追求卓越心态等。6-4CareerDevelopment6-4-1IntroductionofDevelopmentCareer职业生涯-theoccupationalpositionsapersonhashadovermanyyears.CareerManagement职业生涯管理-processforenablingtheemployeestobetterunderstandanddeveloptheircareerskillsandinterests.6-4-1IntroductionofDevelopmentCareerDevelopment职业生涯开发-isanformalizedeffortbyanorganizationthatfocusesondevelopingandenrichingtheorganization’shumanresourcesinlightofboththeemployees’