雇员培训与开发.ppt

7-1第七第七讲讲 雇雇员员培培训训与开与开发发Chapter 7Chapter 7Training and Developing EmployeesTraining and Developing Employees7-2Opening 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:Helping 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 service problems.7-3Chapter 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 transferred to the jobTraining evaluation7.3基层经理与人力资源部门的角色 line manages and HRM departments roles7-47.1 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7-5Training and Development Practices and Training and Development Practices and Links to worker competence Links to worker competence TrainEmployeesCompetitiveAdvantagePermanent ChangeIn KSAs Of NewEmployeesPermanent ChangeIn KSAs Of CurrentEmployeesImproved Employee Competence7-6提高新雇提高新雇员员能力的培能力的培训训Training That Increases the Competence Training That Increases the Competence of New Employeesof New Employees引导培训Orientation技术培训Technical文化培训Literacy7-7提高提高现现有雇有雇员员能力的培能力的培训训Training That Increases the Competence Training That Increases the Competence of Current Employeesof Current Employees纠正性培训Remedial与变革有关的培训Change-related开发性培训Developmental instruction7-8 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。7-97.2 7.2 培培训训方案的有效指方案的有效指导过导过程程The Instructional ProcessThe Instructional 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 effective7-10 7.2.1 7.2.1决定教什么决定教什么Deciding What to TeachDeciding What to Teach评估培训需要Assessing training needs确定培训目标Determining training objectives7-11Training NeedTraining 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 training7-12评评价培价培训训需求的重要性需求的重要性Assessing Training NeedsAssessing Training 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 training7-13确定培确定培训训需求的方法需求的方法Methods for Determining Training NeedsMethods 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Employee grievances与部门经理面谈Interviews with managers顾客满意度调查Customer satisfaction surveys观察Observation7-14确定培确定培训训目目标标Determining Training ObjectivesDetermining 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)_7-15Training Objective ExampleTraining 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)7-167.2.27.2.2决定怎决定怎样样使参加培使参加培训训者的学者的学习习效果达到最大效果达到最大Deciding How to Maximize Participant LearningDeciding 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.7-17如何如何赢赢得和保持学得和保持学员员的关注的关注To Gain and Maintain Trainees AttentionTo 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.7-18记忆记忆力力RememberingRememberingHear 25%Hear&see 45%Hear,see,&do 70%Improves remembering7-19实实践践PracticePractice分散式分散式实实践践Distributed practicesegments or sessionsleads to better long-term retention集中式集中式实实践践Massed practiceone longer session整体法整体法Whole taskwhen material is simple部分法部分法Part taskwhen material is complex7-20反反馈馈FeedbackFeedback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 corrected7-217.2.3.7.2.3.选选折合适的培折合适的培训训方法方法Choosing Appropriate Instructional MethodsChoosing 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 training7-22设计设计成功的在成功的在职职培培训训方案方案Designing On-The-Job TrainingDesigning On-The-Job Training*列出需要学习的技能List skills trainees need to 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.7-23设计设计工作指工作指导导培培训训Designing Job Instruction TrainingDesigning Job Instruction Training确定工作步骤Identify job 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.7-24讲讲授法授法LectureLecture最适合于以简单获取知识为目的的情形Most appropriate for situations where simple acquisition 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 discussions7-25讲讲授法的不足授法的不足Lecture:DisadvantagesLecture:Disadvantages单向交流One-way communication较少机会解释Less opportunity to clarify7-26案例分析案例分析Case MethodCase 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 7-27案例分析的不足案例分析的不足Case Method:DisadvantagesCase Method:Disadvantages缺少指导Lack of direction缺少实践的机会Lack of opportunity to practice7-28角色扮演角色扮演Role PlayingRole Playing受训者自发地表演出涉及人际互动的问题A training 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?原本可以怎样更有效的处理How could it have been handled better?7-29Role PlayingRole 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 correctly7-30行行为为模仿的步模仿的步骤骤Behavior Modeling StepsBehavior Modeling Steps1.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)5.进行在职强化Provide on-the-job reinforcement.6.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 training method in which trainees are shown how a task should be performed and then practice the task with feedback until they are competent.7-31电脑电脑化指化指导导Computer-Based InstructionComputer-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,games,and simulations.DrillsGamesComputer simulations7-32电脑电脑化指化指导导Computer-Based InstructionComputer-Based Instruction优优优优点点点点AdvantagesAdvantages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缺点缺点缺点缺点DisadvantagesDisadvantages昂贵Expensive计算机恐惧症“Computer phobia”7-33在在线线的的电脑电脑化指化指导导On-Line Computer-Based InstructionOn-Line Computer-Based InstructionAdvantagesAdvantages节约成本Cost savings便利convenienceDisadvantagesDisadvantages没有可见的指导者Instructor not present有些培训方法不可用Some training not feasible7-34视频视频培培训训Video TrainingVideo 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 performance7-35互互动动性性视频视频培培训训Interactive Video Interactive Video TrainingTraining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 consequences7-367.2.47.2.4培培训训的的转转化化Transfer of TrainingTransfer of TrainingFrom ClassroomTo Job7-37为为何通常只有何通常只有10%10%的培的培训训信息被信息被转转移移到工作中？到工作中？Why Transfer of Training FailsWhy Transfer of Training Fails工作环境Work environment,such as productivity pressures,lack 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 regress7-38 确保培确保培训转训转移到工作中移到工作中Ensure That Training is Used Ensure That Training is Used on the Jobon 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 environment7-397.2.5.7.2.5.确定培确定培训训方案是否有效方案是否有效 Determining Whether Training Programs Determining Whether Training Programs are Effectiveare Effective评价什么What to evaluate评价设计Evaluation design7-40评评价什么价什么What to EvaluateWhat 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 performance7-41评评价价设计设计Evaluation DesignEvaluation Design培训组Trainee Group前测试Pretest后测试Post-test控制组ControlGroupPretestPost-test7-427.3 7.3 一一线经线经理的培理的培训训工作工作Line Managers Line Managers and Training and Developmentand 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.7-43人力人力资资源管理部源管理部门门与培与培训训The HRM The HRM Department and Training and Department and Training and DevelopmentDevelopment提供引导培训Provide employee orientation training.为管理开发方案做贡献Contribute to management development programs.提供培训和开发Provide training and development.评价培训Evaluate training.7-44课后作业：案例在“海尔顿烘烤食品公司“送面包 “海尔顿烘烤食品公司”(Helton)是由三兄弟在50年前共同组建的。自那时以来，海尔顿公司已经成为一个非常大型的多元化公司，生产干种以上不同食品。海尔顿公司雇佣了10000多名工人，覆盖国内约23个州。海尔顿公司的主要工作之一是送面包。一旦被雇佣送货人就被分派到一个区域并且得到一份当地的客户名单，他们的工作就是送面包制品并签订新的订单。所有新雇员在进人工作前都要接受技能培训。这种持续一周的训练由地区经理一对一地进行。受训者随同经理一起去走将属于他或她的道路，期望受训者观察并记住该地区经理在这条路上各个停留站所完7-45 成的活动。在每个停留站、受训者的主要责任是去观察并帮助经理完成必要的任务。在两个停留站之间有相当长的开车时间这使经理有机会回答受训者所提出的所有问题并且测验受训者必须记住的细节。如文书工作及停留站的顺序等。经理也利用这段时间与受训者一起回顾各种可能发生的情况并且说明他们将如何正确地处理。在第2周，受训者独立执行任务。他们被告之：如果他们在路上出现任何问题，就用电话通知经理。讨论：1分析这个培训方案的有效性，用何办法可以成功地遵循指导过程中的步骤？2你将如何重新设计该方案使其更为有效？具体谈谈你的建议，并说出你所提的每一个建议的基本原理。