人力资源管理第八章员工培训与开发

Chapter 8 Training and Developing Employees Part Three | Training and Development Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall Chapter 8 Training and Developing Employees Part Three | Training and Development Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 第 8章 员工培训与开发 Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 43 我们学到哪了 第 1,3章 人力资源管理导论，公司战略规划 我们处在什么样的行业中？ 我们的竞争基础是什么？ 为了实现我们的战略目标，我们的员工需要具备哪些特征和技能？ 第 4章 职位分析 第 8章 员工培 训与开 发 第 11,12,13 章 薪酬管理 第 17,18章 全球化和 创业型企 业中的人 力资源管 理 第 9,10章 绩效管理 与绩效评 价、教练 辅导、职 业生涯与 人才管理 第 6,7章 员工测试 与甄选、 面试 第 5章 人员规划 与招募 第 2,14,15,16章 公平就业机会和相关法律、 HRM中的道德、公正和公平对待问题、劳资关系和集体谈判、员工安全与健康 Introduction Case/ Video ? What is the Type Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 85 1. Summarize the purpose and process of employee orientation. 2. List and briefly explain each of the four steps in the training process. 3. Describe and illustrate how you would identify training requirements. 4. Explain how to use training techniques（ methods ） . 5. List and briefly discuss management development programs. LEARNING OUTCOMES Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 86 1. 概述新员工入职引导的目的及其过程。 2. 列出并简要解释培训过程中的四个步骤。 3. 描述并解释你将如何确定培训需求。 4. 解释说明培训技术 （方法） 。 5.列出并简要讨论管理技能开发项目。 学习目标学习目标 Key Point The four steps in the training process. How you would identify training requirements. Different training techniques（ methods） . Different management development programs. 重点 培训过程中的四个步骤 如何确定培训需求 培训技术 （方法） 管理技能开发项目 Difficult Point Different training techniques（ methods） . Different management development programs. 难点 培训技术 （方法） 管理技能开发项目 What is the purpose of orientation? Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 812 Purpose of Orientation Feel welcome and at ease Begin the socialization process Understand the organization Know what is expected in work and behavior Orientation Helps New Employees Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 813 新员工入职引导的目的新员工入职引导的目的 感觉受到欢 迎和轻松 开始社会化 进程 了解组织情 况 知道企业所 期望的工作 行为是什么 入职引导可以 帮助新员工 Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 814 The Orientation Content Company organization and operations Safety measures and regulations Facilities tour Employee Orientation Employee benefit information Personnel policies Daily routine Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 815 入职引导的内容入职引导的内容 公司组织结构和 运营 安全标准和规定 熟悉工作设备 员工入职引导 员工福利信息 人事政策 日常工作 Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 816 Steps in the Training Process 1 2 3 4 The Four-Step Training Process Instructional design Needs analysis Program implementation Evaluation Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 817 培训的步骤培训的步骤 1 2 3 4 培训过程的四个步骤 教学设计 培训需求分析 培训执行 培训评估 Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 818 Analyzing Training Needs Task Analysis: Assessing new employees training needs Performance Analysis: Assessing current employees training needs Training Needs Analysis Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 819 分析培训需求分析培训需求 任务分析：评估新员工的 培训需求 绩效分析：评估现有员工 的培训需求 培训需求分析 Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 820 Performance Analysis: Assessing Current Employees Training Needs Performance Appraisals Job-Related Performance Data Observations Interviews Assessment Center Results Individual Diaries Attitude Surveys Tests Methods for Identifying Training Needs Specialized Software Cant-do or Wont-do? Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 821 绩效分析：评估现有员工的培训需求绩效分析：评估现有员工的培训需求 绩效评价 与工作相关的绩效 数据 观察 访谈 评价中心提供的 结果 个人日记 态度调查 测试 确定培训需求 的方法 专业化软件 会做还是不愿做？ Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 822 Training Methods （ Team Work ） On-the-Job Training Apprenticeship Training Informal Learning（ eg.Cooperate） Job Instruction Training Lectures Programmed Learning Audiovisual-Based Training Vestibule Training（ eg.Driving ） Teletraining and Videoconferencing Electronic Performance Support Systems (EPSS) Computer-Based Training (CBT) Simulated Learning Internet-Based （ Training Learning Portals） （ eg.Library） Lifelong Learning and Literacy Training Techniques Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 823 培训方法培训方法 在职培训在职培训 学徒制培训学徒制培训 非正规学习（与同事合作）非正规学习（与同事合作） 工作指导培训工作指导培训 课堂讲授课堂讲授 程序化学习程序化学习 视听培训视听培训 技工训练技工训练 （模拟驾驶）（模拟驾驶） 远程培训和视频会议远程培训和视频会议 电子绩效支持系统电子绩效支持系统 计算机辅助培训计算机辅助培训 （文本、录像、（文本、录像、 图片、照片、动画、声音等）图片、照片、动画、声音等） 模拟式培训模拟式培训 （开篇导入案例）（开篇导入案例） 网络培训网络培训 （ 学习门户学习门户 ） 终身学习和读写培训技术终身学习和读写培训技术 Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 824 Management Development Techniques Job rotation Coaching and understudy Managerial On-the-Job Training Action learning Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 825 管理开发技能管理开发技能 职位轮换 教练和顶岗 管理人员的在职培训 行动学习 Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 826 University-related programs Management games Off-the-Job Management Training and Development Techniques The case study method Outside seminars Executive coaches Behavior modeling Role playing Corporate universities Other Management Training Techniques Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 827 大学提供的各种项目 管理游戏 脱产管理培训和开发技术 案例研究法 外部研讨会 高管教练 行为模仿 角色扮演 企业大学 其他管理开发技术其他管理开发技术 Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 831 A Sample Training Evaluation Form Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 832 K E Y T E R M S employee orientation training negligent training task analysis competency model performance analysis on-the-job training (OJT) apprenticeship training job instruction training (JIT) programmed learning electronic performance support systems (EPSS) job aid virtual classroom lifelong learning management development job rotation action learning case study method management game role playing behavior modeling in-house dev