人力資源管理知識(shí)-5獲取競爭優(yōu)勢的人力資源管理之五ppt課件

1、獲取競爭優(yōu)勢的人力資源管理之五Human Resource Management Gaining a Competitive Advantage .Training and Development 培訓(xùn)與開發(fā)When you finish studying this chapter,you should be able to :Indicate how training would help enterprises to gain competitive advantage. 論述培訓(xùn)如何協(xié)助企業(yè)獲得競爭優(yōu)勢Explain how you would go about identifying

2、training requirements. 闡明如何確定培訓(xùn)需求 Discuss four training techniques. 論述四種培訓(xùn)技術(shù)List the steps in a typical management development 列出企業(yè)開發(fā)的典型步驟.Experiential exercise 1運(yùn)用聯(lián)絡(luò) 林紅所在的公司由于近年規(guī)模擴(kuò)展， 員工提升時(shí)機(jī)很多，她曾經(jīng)過一系列的任務(wù)變化， 從最初的分店經(jīng)理， 升至為總公司當(dāng)業(yè)務(wù)經(jīng)理，如今手下管理很多專賣店的經(jīng)理人員。 林紅憑著本人的閱歷，曾經(jīng)具備了技術(shù)和業(yè)務(wù)管理技，雖然沒有受過任何正式訓(xùn)練， 但依然遭到手下人的尊重。 根據(jù)

3、該公司戰(zhàn)略規(guī)劃， 二三年內(nèi)規(guī)模將擴(kuò)展兩三倍， 于是很多人開場疑心林紅能否有才干承當(dāng)日趨繁重?fù)?dān)務(wù)， 由于這任務(wù)將涉及總體規(guī)劃， 財(cái)政控制，部門協(xié)調(diào)，而林紅的閱歷主要在銷售方面， 公司想繼續(xù)留用林紅， 但是需求為她制定一個(gè)開發(fā)方案。 問題： 為林紅制定一個(gè)開發(fā)方案， 并闡明編制的理由。.1.training and development1.1Technical training 培訓(xùn)Technical training involves giving new or present employees the basic skills they need to perform their jobs

4、. (1) High-leverage training高層次培訓(xùn) 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.(2)The characteristics of learning organization 學(xué)習(xí)型組織的特征The continuous learning Creating and s

5、haring of knowledgeCritically and systematical thinkingLearning cultureThe value appraisal of employees.(3) Creativity and innovation 發(fā)明與創(chuàng)新 DefinitionCreativity.The thinking process that helps us to generate ideas.Innovation. The practical application of such Ideas towards meeting the organizations

6、objectives in a more effective way. ConditionA climate conducive to crating thinking;An effective system for communicating ideas;Procedures for managing innovation in order to screen and evaluate ideas and identify the relatively few which are worth exploiting.1.2 The basic and effective training pr

7、ocess 有效培訓(xùn)的根本過程.1.3 Operational strategy and trainingSTRATEGYEMPHASIZE POINTSCONTENT TRAININGConcentrationMarket shareLow cost Team constructCross-functionsSpecializationHuman relationOn-job trainingInternal growthMarket development products developmentInnovationJoint ventureCulture trainingOrganiza

8、tional cultureSkill in the workFeedback and communicateNegotiation.STRATEGYEMPHASIZECONTENT OF TRAININGExternal growth Horizontal integrationVertical integrationdiversificationTraining combined employeesIntegration of two training systemsWork methods and proceduresTeam training Investment regain Dow

9、nsizingTransferSeparateMotivation, setting goals, Leadership abilityCommunicateReemployment Job seekers. 2.Assessment determining needs 培訓(xùn)需求評價(jià)Assessing the training needs of employees who are new to their jobs.對新雇員的培訓(xùn)需求進(jìn)展評價(jià)Organization analysis, task analysis and person analysis are the three main t

10、echniques for determining training requirements 組織分析，義務(wù)分析， 人員分析是決議培訓(xùn)需求的三種主要技術(shù)The training program should reflect enterprise overall human resource plans and the goals of the enterprise. 培訓(xùn)工程應(yīng)能反映企業(yè)人力資源總體規(guī)劃和企業(yè)目的。.2.1 task analysis 義務(wù)分析Task analysis is especially appropriate for determining the trainin

11、g needs of employees who are new to their jobs.(1)Task analysis record form義務(wù)分析記錄表 A task analysis record form contains six types of information:Column 1. Here the jobs main tasks and subtasks are listed.列出某項(xiàng)任務(wù)的義務(wù)和子義務(wù)Column 2. Here indicate the frequency with which the task and subtasks are performe

12、d.闡明執(zhí)行義務(wù)和子義務(wù)的頻率Column 3. Here indicate the standards of performance for each task and subtask.闡明每項(xiàng)義務(wù)和子義務(wù)的完成規(guī)范Column 4. Here indicate the conditions under which the tasks and subtasks are to performed.闡明在什么條件下完成義務(wù)和子義務(wù) .Column 5.this the heart of the task analysis form, here list the skills or knowled

13、ge required for each of the tasks and subtasks.這是本表的中心，列出每項(xiàng)義務(wù)和子義務(wù)所必需的技藝和知識(shí)。Column 6. Here indicate whether the task is learned best on or off the job.闡明需求是在崗培訓(xùn)或者脫產(chǎn)培訓(xùn)。.(2)Person analysis 人員分析Person traits個(gè)人特征Input 投入Output 產(chǎn)出 performanceConsequence 結(jié)果 learning behaviorFeedback 反響 The factors that inf

14、luence performance and learning behaviors .2.2 training and training techniquesOn- the job training. 在職培訓(xùn) Training a person to learn a job while working at it.Lecture 講座 A quick and simple way of providing knowledge to large groups of traineesTele-training.遠(yuǎn)程教學(xué) A trainer in a central location can tr

15、ain groups of employees at remote locations via television hookups. simulated training 模擬培訓(xùn) Trainees learn on the actual or simulated equipment they will use on the job,but are actually trained off the job.2.3 On-the-job TrainingStep 1. Preparation of the leanerPut the learner at ease, relieve the t

16、ension 讓學(xué)習(xí)者輕松，消除緊張心情Explain why he or she is being taught 解釋他或她參與培訓(xùn)的緣由Create interest, encourage questions, find out what the learner already knows about his or her other jobs 啟發(fā)興趣， 鼓勵(lì)提問， 了解學(xué)習(xí)者對任務(wù)掌握的情況Explain why of the whole job and relate it to some job the worker already knows 闡明整個(gè)任務(wù)的原由， 該任務(wù)和學(xué)習(xí)者知

17、道任務(wù)的關(guān)系Place the leaner as close to the normal working position as possible 盡能夠使學(xué)習(xí)者接近日常任務(wù)崗位Familiarize the worker with the equipment materials, tools and trade terms 讓學(xué)習(xí)者熟習(xí)任務(wù)設(shè)備， 資料，工具以及職業(yè)用語.Step 2. Presentation of the operation 闡明數(shù)量和質(zhì)量的要求Explain quantity and quality requirements. 同正常任務(wù)速度將整個(gè)任務(wù)做一次Go th

18、rough 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.用慢速做幾遍， 闡明每一任務(wù)步驟，解釋難點(diǎn)和錯(cuò)誤Again go through the job at a slow pace several times explain the key points. 再用慢速做幾遍，闡明要點(diǎn)。Have the learner explain

19、 the steps as you go through the job at a slow pace. 慢速演示，讓學(xué)習(xí)者闡明正在任務(wù)的步驟.3performance tryout 試做Have the leaner go through the job several times, slowly, explaining to you each step. 讓學(xué)習(xí)者慢速演示， 解釋每一步驟Correct mistakes and if necessary, do some of the complicated steps the first few times 糾正錯(cuò)誤，首先演示復(fù)雜的步驟。

20、Trainer run the job at the normal pace 培訓(xùn)者以正常速度完成任務(wù)Have the leaner do the job, gradually building up skill and speed. 本人完成任務(wù)， 逐漸改良技藝和速度As soon as the leaner demonstrates ability to do the job let the work begin, but dont abandon him. 一旦學(xué)習(xí)者的任務(wù)才干得到證明， 就可正式開場任務(wù)， 但不可不論他們。 .4 follow-up定期檢查Designate to wh

21、om the learner should go for help if he or she needs it. 指定必要時(shí)協(xié)助學(xué)習(xí)者的人。Gradually decrease supervision,checking work from time to time again quality and quantity standards. 逐漸減少監(jiān)視， 定時(shí)檢查數(shù)量質(zhì)量Correct faulty work patterns that begin to creep into the work, and do it before they become habit, show why the

22、learned method is superior. 及時(shí)糾正不良任務(wù)方式， 防止構(gòu)成習(xí)慣，解釋為什么所學(xué)方法是最好的Compliment good work encourage the worker until able to meet the quality quantity standards 鼓勵(lì)學(xué)習(xí)者 完成質(zhì)量和數(shù)量規(guī)范.2.4 evaluating the training effect培訓(xùn)效果評價(jià)(1)Controlled experimentation控制實(shí)驗(yàn)(2)What training effects to measure衡量培訓(xùn)效果Reaction反響Learning

23、 知識(shí)Behavior 行為Results 效果.3. Nature and purpose of management development管理人員開發(fā)的性質(zhì)和目的Management development is any attempt to improve current and future managerial performance by imparting knowledge, changing attitudes or increasing skills.It including in-house programs like courses, on-the-job coach

24、ing, and rotational assignments, professional programs like business management seminars and university programs like MBA programs.3.1 Management development program 管理人員開發(fā)方案步驟Organization projectionThe personnel department reviews its management skills inventory to determine the management talent n

25、ow employedManagement replacement charts are developed.3.2 Popularity of Various Development Techniques開發(fā)技術(shù)的普及程度Means of development percentage reporting %On-the-job experience 68.2Coaching by superiors 20.9In-house classroom 4.7Rotational assignment 2.4University programs 2.3Consultant programs 1.1

26、other 1.1.3.3 Management on-the-job training 管理人員在職培訓(xùn)Job rotation任務(wù)輪換Coaching / understudy approach輔導(dǎo)實(shí)習(xí)Junior boards初級董事會(huì)Action learning行為學(xué)習(xí).3.4 basic off-the-job development techniques脫產(chǎn)開發(fā)的根本方法The case method論案例分析Management games管理游戲Outside seminars脫產(chǎn)研修班University related programs與大學(xué)相關(guān)方案Role playin

27、g角色扮演Behavior modeling 行為模擬In-house development 企業(yè)內(nèi)部開發(fā)中心.3.5 special management development techniquesLeader match training Transactional analysisOrganizational development.4. Executive development: key factors for successFive key factors for success4.1 Extensive and visible involvement by CEO CEO 的

28、廣泛直接參與4.2 A clearly articulated and understood executive development policy and philosophy 明晰而易了解的開發(fā)方案和哲學(xué)4.3 The development policies and strategies are directly linked to the corporations business strategies, objectives and challenges. 開發(fā)政策和戰(zhàn)略與企業(yè)戰(zhàn)略，目的，挑戰(zhàn)相聯(lián)絡(luò)4.4 Annual planning process, planned on-th

29、e-job developmental assignments, University programs 年度接班方案， 在職開發(fā)， 大學(xué)教學(xué)方案4.5 Responsibility of line management rather than of the HR function. CEO開發(fā)是直線管理者 的職責(zé)，而不是人力部門職能.5. Management development in the organization 企業(yè)管理人員開發(fā) For the bigger companies, the question of succession planning and executive

30、development is mostly a question of selecting the best of the lot and the developing 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

31、sure that key positions will be filled and that the president should have the advantage of working closer with and knowing more about each of his or her employees than does the CEO of a bigger . 對于大公司, 主要是選拔最好的人才, 然后對其進(jìn)展開發(fā), 公司源源不斷的新人保證了人才的充分供應(yīng). 對于小公司, 那么是關(guān)鍵崗位有人任職,公司總裁應(yīng)能更嚴(yán)密的接觸和更深化的了解其每個(gè)雇員的優(yōu)勢, .The co

32、mpanys executive development process人力資源開發(fā)四個(gè)步驟.5.1 problem assessment in the small companyIf plans call for expansion, the president has to assess the problems in his firms.當(dāng)組織擴(kuò)張時(shí)Begin with an analysis of the companys financial statements.首先分析財(cái)務(wù)報(bào)表Next, analysis the organization function by function其

33、次逐個(gè)分析組織功能At 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.要不斷評價(jià)企業(yè), 確定能否需求新人才, 何時(shí)需求新人才.5.2 management audit 管理審計(jì)The lack of adequate management is a depressingly familiar cause for many of the problems

34、in the small growing firm.缺乏適當(dāng)管理是導(dǎo)致生長企業(yè)開展受阻的重要緣由。Conducting 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) 。根據(jù)傳統(tǒng)的管理職能方案，組織，指點(diǎn)，控制等)對現(xiàn)有管理人員進(jìn)展管理審計(jì).5.3 Ana

35、lysis of development needs The next step is to determine whether may inadequacies uncovered in step 2 can be remedied via some type of development program.5.4 identity replacement needs確定重置需求The assessment may lead to recruit and select new management talent。 This step should determine ahead of time the intellectual, personality, interpersonal, and experience criteria to be used , and map out an on-the-job development program that gives the per