人力資源管理雙語2課時ch08training and developing employees

1、Training and Developing Employees Chapter 8 2005 Prentice Hall Inc. All rights reserved.When you finish studying this chapter, you should be able to:Explain the contents of the employee orientation.Describe the basic training process.Explain at least five training techniques.Describe the main develo

2、pment techniques.Discuss how to evaluating the training program. 2005 Prentice Hall Inc. All rights reserved.Case：the importance of orientationJohn：第一天提早10分鐘到人力資源部，被告知 “請稍坐，一會兒有人帶你轉(zhuǎn)轉(zhuǎn)”。一小時后，被領到了一間會議室。幾分鐘后，里面的人發(fā)現(xiàn)我不是應聘的。一陣道歉后，被領去見我的主管。主管叫來一個文員，讓他帶我轉(zhuǎn)轉(zhuǎn)。在認識其他同事時，文員一直在抱怨著主管的脾氣很壞。吃午飯時，請求調(diào)到別的部門去，得知6個月后才能調(diào)動。想

3、趁早換個工作了。Jackson：到了后被帶到休息室。喝咖啡吃點心。拿到一本員工手冊，了解公司的福利及政策。看了一段電影介紹公司的歷史、設施、重要人物及各部門的聯(lián)系。一個小時的答疑。參觀廠區(qū)。公司請吃午飯。主管加入，邊吃邊介紹本部門。飯后主管把我介紹給同事們，然后開始在職培訓。入職培訓棒極了！ 2005 Prentice Hall Inc. All rights reserved.1. Orienting EmployeesEmployee orientation 員工崗前引導A procedure for providing new employees with basic backgroun

4、d information they need to perform their job satisfactorily.Orientation contentInformation on employee benefitsPersonnel policiesThe daily routineCompany organization and operationsSafety measures and regulationsFacilities tour 設施參觀Orienting EmployeesA successful orientation should : Make them feel

5、e and at ease.Help them understand the organization in a broad sense.Make clear to them what is expected in terms of work and behavior.Help them begin the process of ing socialized into the firms ways of acting and doing things.2. The Training ProcessTrainingThe process of teaching new employees the

6、 basic skills they need to perform their jobs.Why the training business is boomingTrainings focus has broadened in the past few years.On average, employees annually received about 45 hours of training. A high return rate.It plays a vital role in implementing the companys strategic plans and performa

7、nce management process.Training and Development ProcessNeeds analysisInstructional designEvaluationValidationImplementation2.1 Training Needs AnalysisIdentify the specific job skillsAnalyze the needs of trainees.Develop specific, measurable knowledge and performance objectives.Assess the new employe

8、es training needs: Task analysis - detailed study of the job to determine what specific skills are required Assess the current employees training needs Performance analysis - verifying that there is a significant performance deficiency and determining whether that deficiency should be rectified thro

9、ugh trainingTraining is not passkey：Distinguish between “cant do “ and “wont do “.Training can resolve some of “cant do” problems，while it doesnt work for the wont problem。2.2 The Other Steps in Training and Development ProcessInstructional design 教育指導設計Produce the training program content, includin

10、g workbooks, exercises, and activities. Selection the training techniques. Validation 確認Present the training to a small representative audience.Implement the program 執(zhí)行計劃Actually train the targeted employee group.Evaluation and follow-up 評估與跟蹤Assess the programs successes or failures.3. Training Tch

11、niques On-the-Job Training Simulated TrainingTraining via the Internet, and Learning Portals Apprenticeship Training Audiovisual and Distance Learning Techniques Computer-Based Training3.1 On-the-job training (OJT)在職培訓 Having a person learn a job by actually doing the job.OJT methodsCoaching by supe

12、rvisor or experienced worker教練Observing 觀察Job rotation 工作輪換Special assignments 特殊任務安排GuidePrepare the learnerPresent the operationDo a tryoutFollow upAdvantagesInexpensive: there is no need for expensive off-site facilitates like classrooms or other aidsImmediate feedback 3.2 Apprenticeship training

13、 學徒制培訓The learned(apprentice) studies under the guidance of a masterA structured process by which people e skilled workers through a combination of classroom instruction and on-the-job training. Boilermaker 鍋爐制造工 Bricklayer (construction) 磚匠 Carpenter 木匠 Construction craft laborer 建筑 Cook (hotel and

14、 restaurant) 廚師 Electrician (aircraft)電工 Electrician (maintenance) 電子維修 Electronics mechanic Firefighter 消防員Machinist 機械師 Maintenance mechanic (any industry) Millwright 造水車木匠 Operating engineer 操作技師 Painter (construction) 繪畫 Plumber水管工 Power plant operator Roofer 屋頂工 Sheet-metal worker Structural-st

15、eel worker munications technician3.3 Simulated Training Learn on the actual or simulated equipment they will use on the job but receive their training off the job AdvantagesTraining costs and hazards can be reduced.Necessary when it is too costly or dangerous to train employees on the job Flight sim

16、ulators3.4 Lectures 講座AdvantagesQuick and simple to provide knowledge to large groups of trainees.Guidelines for presenting a lectures.Use signals to help listeners follow your ideas.Dont start out on the wrong foot.不要一起步就邁錯腳。Keep your conclusions short.Be alert to your audience.Maintain eye contact

17、 with the trainees. Make sure everyone in the room can hear. Talk from notes rather than from a script.Break a long talk into a series of five-minute talks.practice3.5 Audiovisual-based training 視聽手段A training based on audiovisual tools like films, PowerPoint, audiotapes, and videotapes.Teletraining

18、 遠程培訓Videoconferencing 視頻會議Training via the Internet 通過互聯(lián)網(wǎng)進行培訓advantagesTo illustrate how to follow a sequence over time.To expose trainees to events not easily demonstrable in live lectures.To meet the need for organization wide training and it is too costly to move the trainers from place to place

19、. 3.6 Computer-based Training (CBT) 基于計算機的培訓 AdvantagesReduce learning timeCost-effectiveness once designed and produced,Instructional consistencyLearning PortalsAble to access all the corporate applications they need to use.See the customized content they need, like industry news and competitive da

20、ta. 4. Training for special purposesLiteracy training techniques 讀寫能力培訓技術(shù) Formal classesHave supervisors give employees writing and speaking exercises Training for global business全球商務培訓 Customer service training Teamwork training 團隊培訓The Outward bound素質(zhì)拓展 5. Managerial Development and TrainingManage

21、ment developmentAny attempt to improve current or future management performance by imparting knowledge, changing attitudes, or increasing skills.Succession planning5.1 Managerial on-the-Job TrainingJob rotation 工作輪換Moving a trainee from department to department to broaden his or her experience and i

22、dentify strong and weak points.Coaching/Understudy approach 教練/實習方法The trainee works directly with a senior manager or with the person he or she is to replace; the latter is responsible for the trainees coaching.Action learning 行動學習方法Management trainees（管理培訓生） are allowed to work full-time analyzing

23、 and solving problems in other departments.5.2 Off-the-Job Management Training and Development TechniquesCase study method 案例研究方法Managers are presented with a description of an organizational problem to diagnose and solve.Management game 管理競賽Teams of managers compete by making computerized decisions

24、 regarding realistic but simulated situations.Outside seminars 外部研究班Many companies and universities offer Web-based and traditional management development seminars and conferences. 2005 Prentice Hall Inc. All rights reserved.Off-the-Job Management Training and Development TechniquesRole playing 角色扮演

25、Creating a realistic situation in which trainees assume the roles of persons.Behavior modeling 行為示范Modeling: showing trainees the right (or “model”) way of doing something.Role playing: having trainees practice that waySocial reinforcement: giving feedback on the trainees performance.Transfer of lea

26、rning: Encouraging trainees apply their skills on the job. 2005 Prentice Hall Inc. All rights reserved.823Off-the-Job Management Training and Development TechniquesIn-house development centers 企業(yè)內(nèi)部開發(fā)中心A company-based method for exposing prospective managers to realistic exercises to develop improved

27、 management skills. Corporate universities 企業(yè)大學6 Evaluating the Training EffortDesigning the studyControlled experimentation 控制實驗a training group that receives the traininga control group that receives no training Training effects to measureReaction of trainees to the programLearning that actually t

28、ook placeBehavior that changed on the jobResults that were achieved as a result of the training 2005 Prentice Hall Inc. All rights reserved.825A Sample Training Evaluation FormFigure 86 Source: .Key Termsemployee orientationTraining needs anaylsison-the-job trainingapprenticeship trainingprogrammed

29、learningsimulated trainingjob rotationcase study methodmanagement gamerole playingbehavior modelingtraining measure1. _ provides new employees with the basic background information required to perform their jobs satisfactorily.Employee recruitmentEmployee selectionEmployee orientationEmployee develo

30、pmentTraining2. Jack hopes to be promoted to head of his department next year. In the meantime, he has been assigned to spend a year as assistant to the current department head. This is an example of the _ form of training.job rotationjob instructioncoachingspecial assignmentsinformal learning3. Jam

31、es is currently identifying the specific job performance skills needed, analyzing the skills of prospective trainees, and developing knowledge and performance objectives based on the deficiencies he finds. James is working on the _ step in the training and development process.first secondthirdfourthfifth 2005 Prentice Hall Inc. All rights reserved.8304. Sources of performance deficiencies in an employe