人力资源TrainingEmployees.doc

Introduction-----------------------------------------------------------------------------------------------------------3

Section One Viability of Ann's Alternative Staff--------------------------------------------------------------3

Section Two The feasibility of staff training----------5
The five-step training and development process------------------------------------------------------5

Section Three Methods of Training Employees-------------------------------------------------------------5
3.1 On-the-Job Training-----5
3.2 Off-the-Job Management Training and Develoment Techniques-----------------------------6
3.3 Managerial On the Job Training----------------------------------------------------------------------7

Section Four The Standard of my project---------------------------------------------------------------------8

Section Five Some Details on the Training-------------------------------------------------------------------8
5.1 Change Employee's Attitude-------------------------------------------------------------8
5.1.1 Employee Attitudes Affect Customer Satisfaction---------------------------------------8
5.1.2 Measure Employee Job Satisfaction and Attitude---------------------------------------9
5.1.3 The Downside of Employee Satisfaction Surveys---------------------------------------9
5.1.4 Managers Can Affect Employee Attitude--------------------------------------------------9

5.2 Skill and Technique Training-------------------------------------------------------------------------------10

Conclusion-----------------------------------------------------------------------------10
Reference-----------------------------------------------------------------------------------------------------------10

Training Employees
Introduction
The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers,dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that employees have -- and are aware of -- personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have.

Document in writing all behavioral and attitude issues. Ensure that the documentation is in detail and that the negative attitudes are clearly defined. For example, Ann rolled his eyes and commented that the supervisor's request was stupid. The more accurate the documentation, the better the chances of defending the actions legally and morally.Conduct a complete investigation of all employee relationscomplaints. Companies must demonstrate fairness to employees. The plan for improvement needs to relate directly to the employee'sbehavior and attitude with specific examples given.Plan to follow up in a mutually decided time frame.This is an important part of the improvement process as it will provide the necessary information for the next step. If there is significant improvement, the plan is working. If the improvement is not evident, new actions for change may need to be developed.

Section One Viability of Ann's Alternative Employees
Ann wanted to use a group of new employees to take place of the ones. As Lee said, salesman knew themselves well. They are like merchandise which have defects. I think Ann did not consider it comprehensively. To recommend new guys may need cost more money and time. It must affect performance of the store. Let's see training for the new emplyees.

1. Introduce enterprises operating history, purpose, size and development prospects. Motivate staff and work actively to contribute to the prosperity of the enterprise.
2. Introduce the company's rules and regulations and job responsibilities, so that employees work and abide by company rules, and work hard according to the company rules, standards, procedures, systems for processing. Include: salaries, bonuses, allowances, insurance, vacation, medical care, promotion and mobility, traffic, accidents, complaints and other personnel requirements; welfare programs, job descriptions, job descriptions, working conditions, job specifications, performance standards, job evaluation system, labor order and other job requirements.
3. Introduce the internal organizational structure, power systems, service coordination among the various departments and processes the network, relevant departmental feedback mechanism. Make new staff a clear communication of information in the enterprise to submit the proposed channel, so that new employees understand and are familiar with the functions of various departments to work in the future accurate contact with the various departments concerned, and able to work at any time or complaint to make recommendations.
4. Business training, makes new employees being familiar with and mastering the completion of their key skills required for their jobs and related information to quickly competent;
5. Introduce business scope, main products, market positioning, target customers, competition, etc., and enhance market awareness of new employees
6. Introduce enterprise security measures, let the staff know what is included safety, how to do security work, how to find and deal with security problems that occur in general, to enhance their safety awareness;
7. Corporate culture, values and goals of the communication. Let new employees know the company against what, what encouraged the pursuit of what.

The timber store is located in countryside. Its scale is not big. It is not easy to recruit new employees. Most people want to work in the city today. In a summary, using new staff is not suitable for the timber store.So Ann's plan is not feasible.

Section Two The feasibility of staff training
Training is a key part of business growth and change. To help ensure that funds are well spent, a company must choose their training programs wisely. When managing any training process, we recommend that company leaders work closely with functional department heads and Human Resources. Training programs consist of five steps.
1． The first, or needs analysis step, indentifies the specific job performance skills needed, assesses the prospective trainees skills, and develop specific, measurable knowledge and performance objectives based on any deficiencies.
2． In the second step, instructional design, you decide on, compile, and produce the training program content, including workbooks, exercises, and activities.
3． There may be a third, validation step, in which the bugs are worked out of the training program by presenting it to a small representative audience.
4． The fourth step is to implement the program, by actually training the targeted employee group.
5． Fifth is an evaluation step, in which management assesses the program's successes or failures.

We all know that training is an important part of company growth and improvement, but as discussed above, it is quite a process. Remember, for training to be effective, it MUST be a process…NOT an event. Otherwise, you will waste money.

Section Three Methods of Training Employees
3.1 On-the-Job Training
On-the-job training(RTJ)means having a person learn a job by actually doing it. Every employee, from mailroom clerk to company president, gets on-the-job training when he or she joins a firm. In many firms, OTJ is the only training available.

On-the-job training focuses on the acquisition of skills within the work environment generally under normal working conditions. Through on-the-job training, workers acquire both general skills that they can transfer from one job to another and specific skills that are unique to a particular job. On-the-job training, typically includes verbal and written instruction, demonstration and observation, and hands-on practice and imitation. In addition, the on-the-job training process involves one employee—usually a supervisor or an experienced employee—passing knowledge and skills on to a novice employee.

OTJ has several advantages.It is relatively inexpensive;trainees learn while producing;and there is no need for expensive off-site facilities like classrooms ot programmed learning devices.The method also facilitates learning,since trainees learn by doing and get quick feedback on their performance.But there are several points to note when using OTJ.

3.2 Off-the-Job Management Training and Develoment Techniques
There are many off the job techniques for training and developing managers.

The Case Study Method:A development method in which the manager is presented with a written description of an organizational problem to diagnose and solve.As most everyone knows,the case study method presents a trainee with a written description of an organizational problem.The person then analyzes the case,diagnoses the problem,and presents his or her findings and solutions in a discussion with other trainees.

Management Games:With computerized management gemes,trainees are divided into five- or six-person groups,each of which computers with the others in a simulated marketplace.Each group typocally must decide,for example,(1)how much to spend on advertising,(2)how much to produce,(3)how much inventory to maintain,and (4)how many of which product to produce.Usually,the game itself compresses a two- or three-year period into days,weeks,or months.As in the real world,each company team usually can't see what decisions(such as to boost advertising)the other firms hace made,although these decisions do affect their own sales.
Management games can be good development tools. People learn best by being involved, and the games can be useful for gaining such involvement. They help trainees develop their problem-solving skills, as well as to focus attention on planning rather than just putting out first. The groups also usually elect their own officers and organize themselves; they can thus develop leadship skills and foster cooperation and teamwork.

Role Playing:The aim of role playing is to create a realistic situation and then have the trainees assume the parts(or roles)of speific persons in that situation.
When combined with the general instructions and other roles for the exercise,role playing can trigger spirited discussions among the role player trainees.The aim is to develop trainees' skills in areas like leadership and delegating.For example,a supervisor could experiment with both a comsiderate and an autocratic leadership style,whereas in the real world the person might not have the luxury of experimenting,It may also train someone to be more aware of and sensitive to others' feelings

3.3 Managerial On the Job Training
Managerial on the job training methods include job rotation, the coaching/ understudy approach and action learning.

Job rotation:A management training technique that involves moving a trainee from department to broaden his or her experience and identify strong and weak points.
Job rotation means moving management trainees from department to department to broaden their understanding of all parts of the business and to test their abilities. The trainee, often a recent college graduate, may spend several months in each department, fully involved in its operations. The trainee thus learns the department’s business by actually doing it, while discovering what jobs he or she prefers.

Coaching / Understudy Approach: Here the trainee works directly with a senior manager or with the person he or she is to replace; the latter is responsible for the trainee’s coaching. Normally, the understudy relieves the executive of certain responsibilities giving the trainee a chance to learn the job.

Action learning: A training technique by which management trainees are allowed to work full time analyzing and solving problems in other departments.
Actions learning programs give managers and others released time to work full time analyzing ad solving problems in departments other than their own. The basics include: carefully selected teams of five to 25 members; assigning the teams real world business problems that extend beyond their usual areas of expertise; and structured learning through coaching and feedback. The employer’s senior managers usually choose the projects and decide whether to accept the team’s recommendations. Many major firms around the world from GE, to Samsung and Deutsche bank use action learning.
I think the best way to train employees is On-the-Job training. As Lee thought,the current employees are of a decade. They know a lot about the business. It is too rash to dimiss them. Morally, they have worked for the company for a long time. They contributed a lot.On the other hand, their rich experience can make great help to company. So On-the-Job training is The most appropriate method to the development of company results.

Section Four The Standard of My Project
In my opinion, to handle the relationship between the staff and employees is the power of which they work hard for a enterprise and create a good performance.

To employees, the enterprise is their backing, the protection of life and material, but also a stage of their own display. In fact, in addition to the basic physiological needs and security needs, they wanna more respection from the enterprise. So I think when met with the situation of Ann's timber company, to hire a new group of employees is not suitable. There are two reasons. One, they have contributed a lot.It is not proper to fire them morally. Two, the new guys are the new posts. They are not familiar to the business of the enterprise. Instead of hiring a new group, to train the old ones is urgent priority for now.

Section Five Some Details on the Training
5.1 Attitude training
From Ann's memorandum, I get that the old employees are enthusiastic of some order businesses, but paid less attention to the normal customer. So first of all, their attitude need to be changed. Though excellent products and services, a strong financial picture, and a great business model are all important factors in business success, there may be nothing more important to the success of a business than customer satisfaction and employee job satisfaction.

5.1.1 Employee Attitudes Affect Customer Satisfaction
Studies